Confessions of a Scrum Master - Being Transparent with "No Offense Taken"
One of the values that is closely embraced when working in an agile environment is transparency. What does transparency really mean?
We can start by taking a look at what it is NOT. Transparency is not turbid. Merriam-Webster provides turbid as an antonym of transparency.
Definition of turbid
1a: thick or opaque with or as if with roiled sediment // a turbid stream
b: heavy with smoke or mist
2a: deficient in clarity or purity: FOUL, MUDDY // turbid depths of degradation and misery - C. I. Glicksberg
b: characterized by or producing obscurity (as of mind or emotions) // an emotionally turbid response
Well, that pretty much clears that up (pun intended). If we are not transparent then we may give obscure answers to questions or act with muddied behavior that is not clearly understood by anyone. If any member of a Scrum Team has the luxury of “hiding” - the team will fail. Period. That member will be the weak link - the one that doesn’t trust, the one that won’t acknowledge true skill sets and the one that will hide the truth. Although it will be apparent to the others, how do we pull the truth out of them? More on that later …
Staying in Your Lane
Personally, I am transparent to a fault. I know that. I was a Product Owner for over 5 years in a previous organization, my Scrum Master told me I stepped out of my lane. An example was asking the team if they were happy and felt we were progressing and maturing; he felt as if I was stepping on his toes and made it appear he wasn’t doing HIS job since I asked the team that question. It is in my nature to care about how others feel around me. But, maybe he was right. So I clearly said, “Oh my goodness. You are right and I admire how you do your job! I’ll stick to priorities and backlogs and let you do the coaching.” I was so glad he immediately came to me (felt comfortable and saw me as approachable) and told me! He was transparent and slightly irritated; but, I took it as a compliment that he let me know. Transparency is a beautiful thing; but, it can feel uncomfortable for so many people. I’ve seen this in my travels along the agile highway especially.
I find life is boring and confusing when people put a wall between themselves and others. I’m not speaking of boundaries that are healthy. I mean being fake because you are scared of showing who you really are - your thoughts, knowledge on a topic and feelings in any given situation. It complicates life and becomes magnified when in a Scrum team.
Building Transparency as a New Scrum Master
As a “new to the role” Scrum Master tasked with spinning up two new teams in a large corporation, transparency is difficult to say the least. I was blind-sighted in our last retrospective by an issue that was very emotional for the team. People were writing down on their post-it notes that the UI/UX shared team member was not providing what they needed.
Okay, well that was too vague.
Since that was the overwhelming “dot-voted” posty, we spoke about it and I needed to provide the “takeaway” and mitigate this risk going forward immediately. I mean everyone voted for that issue. So, I asked a general question, “Can someone speak to this and add some clarity?” One developer got teary-eyed and said, “I am tired of being disrespected and treated like I don’t know how to do my job!” She was speaking of the designer. Another junior designer said that the senior was gone most of the sprint and didn't post it on the team calendar so the expert designer was unavailable to him. He was mad, not sad.
So they weren’t immediately transparent; but when prodded a bit, they opened up. I’m glad they felt safe in that space; but, they didn’t want me to speak to the designer or let him know what they said. Okay … well, I needed to address it and some time to think about it. The next morning, I woke up at 7:30 a.m. to get a “ping” from the designer who had heard he was mentioned in the retrospective. He was HOT, asking if they were just looking for something to complain about, what’s the deal, etc. Luckily he and I have a good relationship and respect each other. I asked to video chat, but he was getting ready to give a presentation and said he would get back to me.
No Offense
That gave me some time to think about how to be transparent myself when caught off guard. In order to deliver the truth, I wanted to be positive; so, I went hunting like a dog! I was determined to find something positive to communicate back to both sides of the situation. I spoke to the two developers who actually wrote the cards. I needed something positive to say. I knew that! An ego reared its head that morning and I had to make the designer feel good. One of the developers said that he is great at what he does and always delivers in the end. The other said he puts the bells and whistles on things; but, brings last-minute changes and if they cannot be accommodated, he will ping them disrespectfully. Now I had something with which to work.
When the UX designer spoke to me later on that same day, I assured him it was all good! (“spin-doctoring” at its best) ... I told him the team said that he was so good at what he did that they want to support his designs and were painfully aware of his absence during the last sprint. There is a developer that wants to shadow him. I told him any last-minute polishes that require new code will immediately become an item to be brought into the next sprint as prioritized by the PO. I was transparent. I told him the good stuff AND delivered the truth. This took away offense. He was grateful for the clarification on the situation because he was confused and had been given unclear communication.
Creating a Safe Space
In both the retrospective and the conversation with the designer, I created a safe space. He felt comfortable being emotional and so did the other team members in his absence. I will admit it was stressful because I had to play therapist and stay neutral.
I took the developer who almost cried during the retro to coffee to talk about the situation right after the event. When she said she felt truly disrespected, I told her I felt that same way the week prior on two different occasions. I understood; her concerns were real. I had to address a situation and it was “icky” but necessary in order to overcome a professional obstacle. I could tell she was shocked and thanked me profusely for meeting with her and also for sharing. Although I provided no details, she knew I understood; I got it.
Well, five days later we decided to have the developers give a mini-review to the UX designer. I asked to be invited. They were all open to questions, addressed technical issues, offered suggestions and genuinely showed respect to one another. By me casually creating a safe space and speaking to each of them as people (not resources) - they opened up - there was no faking it! If I had ignored any of them, it would have escalated. It’s not my first rodeo.
Again, personal and professional transparency can work! I believe in it. I don’t think it’s a weakness. It takes strength to admit the truth. Every scrum event is crucial to the maturity of the team. I think the Retrospective is the ultimate time for transparency. If during that event people hold back, it is a waste of time.
Be open. Be honest. Speak up. You’ll find yourself on a happier, healthier agile journey. I double-dog dare you to be transparent!