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That's what retrospectives are for. The team identifies opportunities to improve performance.
The team learns by doing. Listen to them. Lead them on their journey to higher performance.
First of all, all the team, including the Scrum Master, have to understand what Scrum is. Second, because Scrum is a framework, they have to understand the implementation of Scrum inside the organization taking into account the tools and techniques used inside the organization to complete Scrum. Third, answering your question in concrete, truth is the key ingredient to make things happends in Scrum. But is an key ingredient for Agile implementation in fact. Just to comment, in my actual work place, when we start implementing Agile way of working, we started by implementing "Speed of Truth" Covey's method.
When's the last time the team self-assessed how they are doing from a team morale, value delivery and product quality perspective? Those dimensions should reveal opportunities for improvement which they can prioritize and tackle.
The concern I'd have is that if they are a well established team, they should be frequently looking for opportunities to improve without the need for someone else catalyzing this effort.
Team building is the most important part of it.
Are they feeling stuck in their practice? Is it worth a refresher or team day with a focus on improvement for them to generate some renewed energy? Do they maybe need a coach?
- Simplilearn dot com has a good article titled "the secret recipe to building high-performing teams in 2023"
- Entrepreneur dot com provides a list of "7 ways to build a high performing team"
Are you talking about fine tuning, or is the team underperforming? If someone external to the team thinks they are underperforming, are their expectations realistic? I've run into the "go faster" mentality, without concern for creating a foundation that enables speed and efficiency more than I like; I'm not saying that's your situation, but it is something to be mindful of.
As mentioned by Stephane, retrospectives are one of your first tools. Having the right metrics helps, but they're not a panacea. Most importantly, listen to the team. Do they think there is a problem? What improvements do they think are needed?
Retrospectives and self-team reflection is very important for maintaining high performing teams.
David Logan developed the concept of Tribal Leadership about 5 stages of team development. Might give some additional insights:
Leading a well established, high performing team can be both very rewarding, and very challenging. Everybody is very knowledgeable and once people are getting repeatable good results, it is easy to get stuck in certain thought and working patterns. The team has gone through forming, storming, and norming but you can't stop at norming.
Being very deliberately and actively engaged as a team leader, and continuously challenging the norm is very important. Your question itself implies that is what you are doing yourself.
One of the things that challenges me to keep rethinking why we are where we are, and how to move beyond our current state is bringing in new team members. They are going to ask questions that none of us have even thought about for a long time, and they will bring in new perspectives that challenge the long standing reasons we have been doing things the way that we do. At the same time, it gives them a great career opportunity.
Thank you for your input. In your experience, what would be a good agile metric to measure team morale?
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