👋 Sander Dur typing here, awesome of you to read my profile! I’m passionate about everything that is related to business agility, especially the people aspect. I’m an advocate of bringing back humanity to the workspace again.

🏢 I work as a Scrum Master/Agile Coach at AgilityMasters.com. Next to that, I’m a trainer for the Gladwell Academy on things Agile.

🎤 Next to these articles and my regular day job, I host a podcast called Mastering Agility, where all the biggest names in the industry drop by to talk about whatever they feel is important. Names include Mike Cohn, Maarten Dalmijn, Roman Pichler, and Jeff Patton.

🌊 Editor and active writer at Serious Scrum, the largest publication on Medium about Scrum.

✉️ Feel free to connect with me via LinkedIn! I’m always up for a good conversation.

Adopting an agile mindset and beginning with Scrum can be scary and daunting. Getting started with Scrum brings many challenges and concerns. It might even be completely new to the organization. The traditional structure might be removed or reconsidered, management is worried about what their part is going to be as accountabilities move to the Scrum Teams, and team structure is set to be cross-functional.

Now imagine that you’re working in an organization with 100 people, and they want to get that started with Scrum. That’s great! Now what? Where do you start? How do you avoid falling into mechanical/zombie…

The Scrum framework comes with a few values; focus, openness, commitment, courage, and respect (FOCCR). Willem-Jan Ageling wrote a great article on those values earlier this week. Embodying these values while doing the work, bring the empirical pillars of transparency, inspection, and adaptation to life. And by that, we build trust.

Trust, as you might know, is the foundation of teamwork. We cannot truly create any value if we don’t trust each other. I personally advocate being open to feedback, in order to build trust. For one, I need feedback in order to do my job. …

Recently I was recording an episode of my Mastering Agility podcast with Mike Cohn (find the episode right here). We came across the topic of not referring to people as resources anymore. I feel it’s very disrespectful to call people resources. A mouse is a resource. A laptop is a resource. People are people.

Terms like “Human-Resources” already suggest, by themselves, that people are resources. What I feel and experience is that this ‘age of agility’ is raising more awareness about the complex influence of people in organizations. …

Ever since Mika Hakkinen challenged the legendary Michael Schumacher, even snatching the world championship twice, I have been absolutely fascinated with the world’s biggest traveling circus. Around that time I was 10 years old and I always wanted to become an F1 driver myself.

Unfortunately, I encountered some complex challenges that prohibited me from ever competing outside of karts. And by challenges I mean I grew too big, too heavy, and didn’t have any money. All of those are pretty much key elements. My dreams were shattered, but my fascination never went away though.

I am lucky that I now…

In every single organization I have worked in so far, it has been the policy for Scrum Masters to work with a minimum of two teams simultaneously. I have even seen Scrum Masters “serving” as many as six teams.

Serving multiple teams could be beneficial in the sense that those teams are aligned on “the Scrum language they speak”. It’s part of the Scrum Master’s accountability to teach teams and organizations in their adoption of the Scrum framework.

The Scrum Master serves the organization in several ways, including:

● Leading, training, and coaching the organization in its Scrum adoption;

I gotta get this off my chest. I don’t have anything again scaling Scrum. Scaling any development effort might be a very useful thing to do when it would solve your problem faster, without losing any levels of quality. There are so many different scaling frameworks that have started to divert from Scrum itself, some might say, that accountabilities and such start to fade into something different as well. In this article, I’m discussing this with SAFe as an example. Don’t take this as a bashing of SAFe, just as my observation.

And that’s where my problem lies. I have…

I don’t have enough fingers to count all the times I’ve heard “we want to deliver faster” as one of the prime reasons to incorporate business agility. Not saying this is a bad thing, BUT “delivering faster” asserts there is a baseline that apparently is not desirable and that there is a target of delivery rate/time we want to achieve.

Baselines and targets have been a lot less present in those same discussions. If we’re just going to deliver faster blindly, without thinking about what this means, we are potentially creating a self-destructing cycle. It’s the same M.O. of how…

Feels weird, reading this title, right? For most people, it’s an awful experience. Without (professional) help, it’s potentially permanently damaging. It’s a massive energy drainer. It breaks one’s spirit. Or maybe it’s already broken at that point. But to me personally, it has been tremendously useful.

TL;DR: burning out forced me to have a good hard look at myself and rediscover what I really want to do in life. I’ve always been focused on the wrong things, like status and high paychecks. I found out what is my spark, that thing that gives me energy, and what it tells me…

John used to work in this dreadful, boring environment, where he felt he didn’t matter. People were numbers, being thrown around and even called “resources”. Each day felt like a drag. Every morning John woke up and with all the courage he could muster, he poured his last bit of energy into his job. Only to return home absolutely worn out. No more!

One day he came across an elite team. A thriving team nailing their goals and always supporting each other. They were like a family. “If one man fails, we all fail. We do not assign blame, we…

Sander Dur

Scrum Mastering from the Trenches. Podcast host at “Mastering Agility”, available on all big platforms. LinkedIn: www.linkedin.com/in/sanderdur

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