The Fundamentals of Scrum: Courage
In the previous Basics of Scrum posts, we took an in-depth look at the Scrum values, paying specific attention to Transparency and Commitment. In this post, we’re turning our focus to another Scrum value: Courage.
Courage in the context of Scrum pertains to the team members’ capability to confront challenging issues, voice their opinions, question existing practices, and undertake audacious steps towards the fulfillment of sprint objectives as well as the broader goals of the team and the organisation. Courage helps to build an environment of transparency, trust, and mutual respect, which are the hallmarks of high-performing teams and successful organisations.
But what makes courage so essential? In innovative organisations that embrace courage, it becomes a propeller for growth. Team members who are not afraid of taking calculated risks, exploring new ideas, and stepping out of their comfort zones create a dynamic work environment. Courage and transparency are intertwined, enabling individuals to address issues openly.
As Patrick Lencioni explains in “The Five Dysfunctions of a Team”, teams need to display the courage to be vulnerable with each other in order to build trust. The presence of courage within a team strengthens collaboration, as members know they can depend on each other to uphold the right actions, even in the face of adversity. Courageous teams are skilled at handling setbacks, adapting to change, and overcoming obstacles. Courageous leaders can make difficult decisions, lead by example, and inspire their teams.
Courage also helps to maintain high standards of work. Resisting the urge to cut corners or settling for ‘good enough’ when striving for excellence is a testament to courage. There are countless more instances where courage proves to be a pivotal cornerstone for robust and prosperous teams and organisations.
How do we recognise courage in our people, our teams, and our organisations? Courage can manifest itself in many ways, such as:
· People are willing to speak their minds, share ideas, voice concerns and even provide constructive criticism.
· Taking risks, advocating untested ideas, exploring new ways of doing things or even investing in bold initiatives.
· Admitting mistakes and owning up to failures rather than shifting blame.
· Taking a stand for what is right or standing up for others.
· Challenging the norm and not being afraid to question how things are done.
· Making difficult decisions.
· Resisting pressure to compromise on values.
There are many more examples of how people show courage. And sometimes it is not the big things that shout out the courage of people, but the small things that make a difference as this quote by Mary Anne Radmacher (Author, Artist & Speaker):
“Courage doesn’t always roar. Sometimes courage is the little voice at the end of the day that says I’ll try again tomorrow.”
So, what happens in teams and organisations where courage does not flourish or where it is not encouraged? It is not always that individuals lack courage, but often the organisational culture doesn’t support courageous behaviour. The lack of courage can lead to:
· Stagnation
· Lack of transparency
· Low morale
· Poor quality
· Inefficiencies
· Missed opportunities
To avoid these outcomes, it’s essential to foster a culture that promotes courage in decisions and actions.
Supporting your team to be more courageous involves building a culture that encourages open communication, acknowledges risks, and celebrates both success and failure as part of the learning process. Some strategies to encourage courage include:
· Lead by example: take risks, embrace change and be open about your failures and lessons learned.
· Create a safe environment where people are encouraged to speak up and challenge. Respect people and value their opinions.
· Encourage innovation and risk-taking by allowing your team to take risks.
· Recognise and celebrate acts of courage.
How do you foster courage in your team or organisation?
In the book, “The Courageous Follower”, Ira Chaleff explores the dynamics of the leader-follower relationship and challenges the conventional wisdom that frames followers as passive people who are merely acting on a leader’s directions. Followers also have a role to play in being courageous. According to Chaleff, followers should have the courage to support, challenge, take action and listen. He emphasizes that followers have an active role to play in leadership. Courageous followers are not submissive; rather, they take responsibility for themselves and their organisations, creating a balance of power that is essential for effective leadership.
“I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.”
Nelson Mandela
References:
Agile Essentials | Agile Alliance
Scrum: A pocket guide (Gunther Verheyen)
The Courageous Follower: Standing Up to and for Our Leaders (Ira Chalef)
The Five Dysfunctions of a Team (Patrick Lencioni)
(8) Courage: The Path to Unshakable Confidence | LinkedIn
About the Author
Joanita Radivoev is a Scrum Master at Version 1.
