The Agile Spirit: The Power of Praising Publicly and Coaching Privately
Disclaimer: Names and companies have been fictionalized; any resemblance is coincidental and for illustrative purposes only. Respect for all disclosure agreements is upheld.
Agile methodology goes beyond iterations and sprints; it fosters a culture of collaboration and respect. One of the key pillars of this culture is how feedback is delivered. Praising publicly and coaching or criticizing privately isn’t just good etiquette — it’s pivotal to preserving trust and promoting a productive environment.
The Importance of Upkeeping Respect
In Agile Scrum teams, mutual respect isn’t just a nice-to-have; it’s the lifeblood of successful collaboration. Teams work on shared goals, but their synergy can quickly crumble if there’s a lack of trust. Leaders play a pivotal role in modeling how feedback should be given. Open and transparent communication is encouraged, but this shouldn’t be an avenue to criticize publicly. Trust, once lost, is challenging to regain.
Trust: Easy to Break, Hard to Build
Trust in Agile teams is like glass — transparent, clear, and easy to break. When leaders or peers publicly criticize, even if justified, it erodes this trust. The fallout is a team reluctant to take risks, share ideas, or admit mistakes. The team’s velocity and innovation inevitably suffer.
A Framework for Constructive Feedback
- Address Privately: If a team member has made an error, discuss it privately. This shields them from public embarrassment and allows for open dialogue.
- Focus on the Issue, Not the Person: Concentrate on what went wrong, not who went wrong. This removes personal blame.
- Collaborate on Solutions: After identifying the issue, work together to find ways to prevent it from happening again.
- Promote a Feedback Culture: Encourage team members to share feedback regularly, ensuring it’s done constructively.
- Reiterate Team Goals: After feedback, remind the team of shared objectives. This reinforces unity and shared responsibility.
A Real-life Scenario
During a sprint review, a production issue arose. A particular line of code was identified as the culprit. The tech lead, evidently frustrated, started singling out developers Bob and Sue, citing their previous code quality issues. As the criticism became more direct and unprofessional, the tech lead’s manager even joined in, exacerbating the situation. It was a painful and awkward moment, with team morale plummeting rapidly.
Then, a product manager, known for his deep understanding of Agile principles, intervened. He posed two questions: Was the faulty code in production? And was it approved by another developer before merging? The room went silent. The implication was clear: this wasn’t just an individual error but a collective oversight. The tech lead’s demeanor changed, acknowledging shared responsibility. The tension dissipated, replaced by a collective intent to find solutions.
The aftermath of that meeting was telling. Team members thanked the product manager privately, grateful for the swift deflection from blame to solution-focused discussion. This incident epitomizes the essence of Agile — it’s more than processes; it’s about people, trust, and collaboration.
Furthermore, Agile culture is not solely the responsibility of the ScrumMaster but instead of the whole team and every member. The Agile spirit thrives in an environment where everyone feels safe, heard, and valued.
As leaders and peers, our words and actions shape this environment. Let’s ensure they reflect respect, understanding, and the true spirit of Agile.
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About the Author: Oscar Ibars is a tech enthusiast, writer, and keen observer of the digital landscape. Passionate about innovation and change, Oscar believes in the power of technology to transform lives.
This article was written with the assistance of WriterGenie.ai, the frustration-free AI designed to empower writers to produce original, quality content at scale.
