The Daily Standup

A Home That Rebuilt a Life” — the story of Army veteran Sean KarpfAfter stepping on an IED in Afghanistan, Army Sergeant Sean Karpf faced years of surgeries, rehab, and the long, slow work of rebuilding a life altered by injury. What changed everything was not a single miracle but a community-backed act of care: Homes For Our Troops (HFOT) built and donated a specially adapted, mortgage-free home designed around Sean's needs — roll-in shower, widened doorways, lowered counters, a 360° outdoor walkway and dozens of other adaptations. The day Sean turned the key and walked into that home with his family, he described it as more than a house: “Homes For Our Troops helped me rebuild my environment. Together, they've given me the foundation to move forward, not just as a veteran, but as a husband, father, and business owner.” WWP News & MediaHFOT's mission is exactly this: build and donate specially adapted, mortgage-free homes to severely injured post-9/11 veterans so they can regain independence and focus on recovery and family. Since 2004 HFOT has delivered hundreds of homes and continues to partner with organizations (like Wounded Warrior Project) and local communities to make these long-term, tangible commitments to veterans and their families. For recipients like Sean, the gratitude is palpable — not just for shelter, but for restored dignity, daily independence, and the practical ability to be present for their loved ones. How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

5 Essential Skills Every Scrum Master NeedsBeing a Scrum Master isn't just about booking meetings and quoting the Scrum Guide. It's about showing up every day as a change agent — the one who helps people work better together, face complexity with courage, and actually deliver value.It's easy to forget that Scrum is fundamentally about people.Your job as a Scrum Master is to unlock that potential — not by managing them, but by enabling them.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

10 Mistakes Enterprises Make When Scaling Agile — and How to Avoid ThemWhen I walk into a Fortune 500 boardroom and hear, “We've adopted Agile,” I brace myself. Usually, what follows is a whirlwind of rebranded status meetings, overwhelmed middle managers, and teams confused about whether they're sprinting or slowly marching in circles.Enterprise Agile transformations are rarely short on ambition. But too often, the reality is a mismatched combination of frameworks, tool obsession, and unclear intent. Over the past decade, I've led Agile rollouts in healthcare, finance, and tech. These are the ten recurring mistakes I see — paired with practical remedies rooted in experience.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

If You Want Better Stories, Stop Writing Them All YourselfI've talked to a lot of product owners who are drowning in tickets, trying to “get ahead” by writing every single user story themselves.I used to be one of them. And every sprint, we'd slip. Morale tanked. The team blamed the process, and I blamed myself.But after one conversation — and one uncomfortable realization — I found a single thread running through every success story I've seen since.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

Velocity = The Most Abused Agile Metric EverWelcome to the dark side of velocity — the number that started as a planning aid and ended up as a weaponized performance metric, often wielded by people who've never touched a user story in their lives.In this episode, we'll break down:What velocity is supposed to doHow it gets misunderstood and misusedWhy chasing it kills team healthAnd how to bring it back from the deadLet's sprint into it. (Pun 100% intended.)How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

A Make-A-Wish That Turned Into a Gift for OthersWhen Karina's Make-A-Wish moment arrived, she didn't ask for a trip or a celebrity meet-and-greet. Instead she asked to create a day for other sick kids — a place where they could forget hospitals and treatments for a while. Make-A-Wish marked Karina's request as their historic 500,000th wish and worked with partners to turn it into a virtual “camp” experience so many children could participate and feel seen. Karina's wish became a gift that multiplied: she received her wish, and countless other kids received joy, connection, and a break from illness — a powerful example of gratitude that gives back.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

The Heart of New Leadership is CuriosityMost of us are drawn to rules and limits. They give us a sense of safety. Structure and predictability offer comfort: we know what to expect, and what's expected of us. For a while, this feels like stability. But in truth, it often leads to stagnation.The artist doesn't value safety and smallness. The artist values discovery. To create something new, you have to step beyond the known.The same is true for leaders.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

Is your team moving in sync—or spinning in circles? - Mike CohnEver feel like your agile team should be working smoothly—but something's just a bit off? Handoffs feel clunky. Meetings drag. Even small changes spark big debates.It's not that your team isn't skilled—it's that you're not quite in sync.Rowers have a word for the alignment you're seeking: swing.What is swing?In crew rowing, swing is that near-magical moment when every rower moves in perfect unison—each stroke in sync, each effort amplified. And I do mean perfect unison. This means each rower: puts an oar into the water at the exact same timepulls for the same time and distance at the same speedlifts the oar out of the water at the same timeslides forward at the same paceTeam members hand off work frequently, without fanfare, and in small chunks.Team members can finish each other's… (Did you try to finish my sentence for me?) work. They can jump in and pick up tasks if someone is out sick or on vacation.Meetings are short, focused and valuable.Goals are ambitious, but usually met. When the team falls short, everyone (including leaders) understands that goals are not guarantees.A try-it-and-see mindset permeates the team. They're willing to experiment with new practices (such as user stories vs. job stories or story points vs. time) or frameworks (Scrum, SAFe, Kanban).The team is confident in their ability to succeed. As they deliver more and more value, and achieve outcome after outcome, the team feels almost unstoppable. Team members have fun. I sometimes decry that work is called work. I sincerely want work to be fun. I'm not naive: I know that won't always be the case. But when a team is working together well, it is fun.Swing is rare. When I rowed, our boat might have gone an entire race without once truly achieving swing. (And yes, it was usually my fault. Thanks for asking.)But when it happens, it's effortless. The boat flies.Agile teams can experience the same kind of swing. When everything starts to flowWhen teams are aligned and in sync you'll know it: ​​​​​None of this happens by accidentAchieving all of this isn't easy.Like rowers chasing swing, agile teams have to practice, reflect, and adjust—over and over again—in their quest to go from good to great.But take it from me, when it clicks, it's magic.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

Today we remember Sgt. 1st Class Leroy Petry - Happy Veterans DayOn May 26, 2008, in Paktya Province, Afghanistan, Army Ranger Leroy A. Petry and his team were ambushed. During the firefight an enemy grenade landed near Petry and several fellow Rangers. Without hesitation Petry grabbed the grenade and attempted to throw it away from the group. The grenade detonated as he was throwing it; Petry survived but lost his right hand. His quick action saved the lives of the soldiers beside him. For that act of conspicuous gallantry he was awarded the Medal of Honor — presented by President Obama in 2011.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

How To Align Your Team Before Year-End - 5 Things You Must Do NOW! 1. Call Out the Elephant in the Room2. Don't Let the Momentum Stall3. Run an Assets & Liabilities Exercise4. Revisit Your Purpose Statement5. Consider a Design SprintHow to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

The Hand Written Letter of GratitudeIn a classroom study, students were asked to write a heartfelt letter of thanks to someone who had helped them and then read that letter aloud to the person in a surprise face-to-face meeting. The scene that followed — the surprised, emotional reactions from the recipients and the visible pride and relief on the students' faces — was unforgettable. Beyond the moment, the students reported lasting increases in well-being and social connection, and many of the recipients later described feeling genuinely seen and appreciated. It's a small, simple act (writing and delivering a gratitude letter) that created a powerful ripple for both giver and receiver.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

How Do we GROW? - Getting People on The Same Page!Do you know the Acronym GROW? G = GoalsR = Reality O = Options, Opportunities, and ObstaclesW = What We Will Commit to do First... How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Are You Protecting Your Team Against the Right Thing? - Mike CohnA lot has been written and said about the responsibility of a Scrum Master to protect the team.Examples of protecting the team typically involve running interference with well-meaning but overzealous product owners, stakeholders, and managers. Teams run into trouble all the time from people who want it all now or who keep adding more work in the middle or a sprint. Scrum Masters keep all that noise away so that the team can focus on delivery.But if you are only focused on problems coming from squeaky wheels, you're missing one of the biggest dangers out there: complacency.Agile is about continually getting better. I don't care how good a team is today; if they aren't better a year from now, they're not agile.Complacency can creep in when a team sees some initial improvement from adopting an agile approach. Team members will notice how improved they are and think that's enough.But there's almost always room for further improvement.Some teams become complacent about their process and stop looking for ways to deliver more value each iteration. Still other teams become complacent in seeking out new engineering practices that could make the team even better.Protect your team from complacency by setting high expectations and encouraging the team to set even higher expectations of their own performance.Teams that refuse to settle for the status quo are teams that advance from good to great.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

No, Product Management Isn't Useless — You're Just Doing It WrongIf you think PMs just write tickets and slow things down, you haven't seen product management done right.I've lost count of how many times I've heard some version of this:“Do we even need product managers anymore?”Usually, it comes after a failed launch, a bloated backlog, or a roadmap that reads like a Frankenstein wishlist stitched together by six departments and zero users.And sure — if that's what you think product management is, I can't blame you for questioning it.

The Scrum Master Role Is Disappearing - Or Is It? The layoffs of 2023 told a story that few in the tech industry wanted to acknowledge. Among the 120,000+ tech workers who lost their jobs, Scrum Masters and Agile Coaches were disproportionately represented. But this wasn't just about economic belt-tightening it was the culmination of a quiet revolution that's been brewing for years.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Trick-or-treaters Leave Their Halloween Candy For Child Battling LeukemiaA search for hope at the end of this very anxious week led me to this humble bundle.  Zoe, 3, is the proud product of TJ and Courtney Thomas of Atlanta, Georgia.Back in February, Zoe was diagnosed with leukemia. And because her immune system is now compromised, she couldn't go trick-or-treating on Halloween with all the other kids. In fact, her parents even had to put up a sign to keep other kids away. The sign read: "Sorry, no candy. Child with cancer. See you next year!""The whole purpose was just so that we wouldn't have to keep telling kids 'sorry' and have disappointed kids," Zoe's mother Courtney Thomas said. "Never expected anything like this."How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Witch's Brew of Metrics — Don't Let Vanity Hex Your TeamMetric definition templateName:What it measures:Owner:Frequency:Thresholds / signals:Action when threshold met:How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Poltergeist Meetings — When Meetings Throw Things At You... 5 micro-rituals (practical) Purpose line on invite — one sentence: “Decision needed / Sync / Info.”Time-boxed agenda — 3 bullets with owner & minutes.No Rotating facilitator — prevent single-person theater.Two-minute rule — speakers over two minutes get a “parking lot” nudge.Outcome artifact — one sentence note added to the meeting invite that records decisions.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

The Phantom Sprint — Invisible Work That Steals VelocityYour sprint looks healthy — until a phantom dependency eats your finish line. Here's how to find the invisible work before the demo.Detection & prevention tacticsDependency board: visible KANBAN lane for external asks with owners and ETA.Capacity buffer: protect 10–20% of sprint for unplanned but likely work.Pre-planning checkpoint: 5-min readout with ops/support to surface recurring interrupts.Risk register: short public list of items that can block sprint goals.

The Haunted Backlog — When Old Stories Won't DieTriage: Mark backlog items > 90 days old as “graveyard candidates.”Reframe: Turn vague epics into a one-sentence outcome + metric. If you can't, bury it.Timebox an experiment: If still valuable, create a 1-week spike with a clear success metric.Assign ownership: No owner = forever ghost. Give it to someone accountable for outcome vs. activity.Retire ritual: Monthly “retire or revive” cadence — items not revived are archived with a short rationale.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

A Chad Gymnast Scores Top Marks For DeterminationThe wall behind her is pockmarked and worn. She's barefoot against a hard, cracked floor. And yet Achta Derib's pose in this photograph by Antonio López Díaz, a finalist in the professional sports category at the Sony world photography awards, suggests reserves of determination that will carry her across continents to perform at the highest levels of her sport.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Stop Worshipping Product RoadmapsA few years ago, I sat through a two-hour planning session where we debated every line of a shiny new roadmap. By the end, we had a color-coded masterpiece: features neatly slotted by quarter, dependencies tracked, and timelines locked...How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

The Only Three Things You Must Do To Improve Agility - Mike CohnDistilled to its essence, it's quite simple to be a Scrum Master, agile coach, or anyone seeking to improve team or organizational agility. There are only three things you need to do and Saint Francis laid them out succinctly over 800 years ago:  To improve agility, we have to start with what's necessary. Change practices that go against agile principles. If programmers and testers aren't part of a single multidisciplinary team, that needs to change.If the team doesn't see the benefits of iterative and incremental work, you need to talk to them about that.Similarly, if management is imposing deadlines without regard to the team's opinion, you'll need to help them see the light.  Having made changes necessary to enable agility, look next at what's possible. There will be many more options to choose from now, such as: Shortening iterationsImproving teamworkReducing handoffs by overlapping workIntroducing new practices such as story mapping or job stories“Start by doing what's necessary, then what's possible, and suddenly you are doing the impossible.” Doing What's NecessaryThen Do What's PossibleDon't try to improve too many things at once and choose wisely. Initially there will be opportunities for small changes to create outsize improvements. Finally, Do the ImpossibleAt this point, it's time to do the impossible . . . except that now very little is impossible.Having iteratively and incrementally improved, most teams feel powerful enough to take on challenges and changes that would have seemed impossible before.What still seem impossible are changes outside the team. Managers may still impose deadlines. Stakeholders may foist too-frequent changes because they've heard agile teams “embrace change.”Fixing these outside-the-team behaviors isn't impossible, but it is harder and often takes time. Fortunately a team that has done the necessary and then the possible will be ready to do the impossible.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Agile Estimation: Relative vs. AbsoluteEstimation in Agile isn't about predicting the future — it's about creating a shared understanding of work. Whether you're planning a sprint or sizing up your backlog, you're not aiming for perfect accuracy. You're trying to get close enough to make smart decisions as a team.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Scrum Theatre and the Agile IllusionImagine your team having a perfect stand-up. Everyone's smiling, and it seems like everything is going smoothly. Everyone says that they do not have any blockers for today and that all's well. Each person on the team is relaxed, and your Scrum Master is grinning from ear to ear.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

The Janitor at NASAIn the early 1960s, during the height of the space race, President John F. Kennedy toured NASA headquarters. The country was locked in fierce competition with the Soviet Union to put the first man on the moon, and the stakes couldn't have been higher.As JFK walked through the facility, he paused when he noticed a janitor sweeping the hallway late in the evening. Curious, the President stepped over and asked, “Why are you working so late? What are you doing here?”Without hesitation, the janitor looked up and said, “Mr. President, I'm helping put a man on the moon.”How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

ScrumMasters and Office PoliticsThe art of pushing through a battlefield with only your laptop in hand — office politics. You can see on this battlefield, the Scrum Master, a leader without any official authority. The person people listen to when they feel like it, but takes all the blame when things go awry.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Team Dynamics - The Soloist - Mike CohnIt's always great when a high performer joins a team. A true star can elevate everyone through their attitude, ability, and commitment.Think of them like a brilliant musician in a band—a lead guitarist or vocalist who's not just talented, but who listens, collaborates, and knows how to bring out the best in everyone else. They don't just shine—they make the whole group sound better.But sometimes, the high-performing teammate turns out to be more comfortable as a soloist.Soloists want to stand out—but often at the expense of the ensemble. They can sometimes play over others, ignore the rhythm of the group, and expect the spotlight on every track. They might be technically excellent, but they're out of sync.These kinds of high performers sometimes overvalue their individual contribution and subtly (or not-so-subtly) expect special treatment: the final say in decisions, the best projects, or freedom from feedback and constraints. When they take risks and things go wrong, they assume their talent will shield them—leaving the rest of the team to clean up after the show.The difference between a true bandmate and a soloist isn't skill—it's orientation. One makes the team tighter. The other plays their own set.That's where the Scrum Master comes in.A good Scrum Master notices when someone's out of sync and steps in early—before the rhythm breaks.Rather than act on their own opinion, the Scrum Master should have the private conversations necessary to confirm that the rest of the team also feels the soloist is throwing off their rhythm.If the feeling is widespread, then the Scrum Master should have a private conversation with the soloist about any behavior that is detrimental to the team. If, for example, a diva is ignoring what the team selected during sprint planning and instead chooses to work on pet projects, the diva needs to understand that's not acceptable.If a private conversation doesn't help, the Scrum Master can escalate the problem to the solist's functional manager. Consider including the soloist in that conversation so that there's no miscommunication and everyone is on the same page.Don't let one person throw off the rhythm of the whole team. To succeed with agile, we don't need virtuosos; we need great bands.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

When Agile Meets ResistanceYou've probably heard Agile being described as a novel way of navigating productivity at work, that it could boost collaboration, and uplift your teams into a well-oiled machine. That's what they say, but how true is this? Especially in the IT culture?In reality, when Agile is incorporated into traditional IT culture, it seems like a wreck than a harmonious integration. The resistance is strong with this one with developers, project managers, and IT leaders staring at each other with palpable tension.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Scrum Has Become a Nice Term to Hide Bad ManagementOnce a wise man said: Fire all Scrum Masters and your non-technical managers who run your IT departments, and watch your productivity to boost up! In most cases, all you need is to hire highly-experienced Tech Leads and show trust in them. Communicate with them and share your insights, answer their questions, and provide them with what they need, including but not limited to the budget, time, ad-hoc specialist consultants, and coaches who would work for them to improve their non-technical skills. The rest, they will figure out themselves.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

One Last Lap - How a Coach Changed LivesListen in and learn how one attentive coach ran one last lap to help change the lives of countless students. How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

ScrumBan... Is it real? Or just Camouflage?Let's get this straight.Every time someone tells me they're doing Scrumban, I raise an eyebrow. Not because I doubt hybrids. Hybrids can be powerful. But because in my experience, Scrumban is rarely a sign of maturity — it's usually a cry for help.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

How to Engage Busy Stakeholders - Mike CohnWe often find ourselves reliant on others outside the team.For example, an agile team may get stuck waiting for feedback on the latest features or input on what to build next because a key stakeholder has never shown up for a sprint review. Without that stakeholder's feedback, the team is impeded: unable to determine if what they've created is what's needed.The team nags, pleads, and cajoles. But still they're left waiting because stakeholders are often busy, and they just can't (or won't) find the time.You've tried moving the sprint review meeting to more convenient times. You've sent agendas that make it clear the stakeholder's most desired feature is the one being discussed in the review.But time and time again, something comes up at the last minute and the stakeholder is a no show.In these instances, it's time to take the meeting to them. When a stakeholder won't (or can't) show up for the team, it's time for a different approach: Schedule time on the stakeholder's calendar for a meeting a few days before sprint planning.Use that block of time to work together on what the team needs.Schedule a Non-Meeting Meeting Tip within the Tip: Want more help with team dynamics and stakeholder management? Try my free Scrum Team Reset training. It's three videos from me that will help you find new ways to take your team from good to great. When I schedule the meeting, I'll sometimes be very clear what the meeting is about: “I want to go over such-and-such with you before the review.” Other times, I'll be more vague: “I need to chat about the project.”Use whatever language you need to secure time on the person's calendar. Why? Because we are all more willing to cancel appointments with ourselves than we are to cancel an appointment with someone else. By putting time on their calendar that they're reluctant to cancel, you've secured enough time for them to actually do the work. Get the To-Do to DoneDuring the meeting, explain to them the work you need them to do (look at the feature and give feedback or clarify how the feature should work.) Then, use the time to step through the implementation (or plan) with them.This results in two things: the team gets the information it needs. The stakeholder finds that the thing they've been putting off really wasn't so bad once they focused on getting it done. Why This WorksWhen stakeholders show an inability to get work or answers to you at appropriate times, it's time to intervene. Maybe they're worried their time will be wasted in a review where their feature is one of many being discussed.Maybe “review the xyz feature” has been on their to-do list and keeps getting bumped down. Or maybe they haven't actually scheduled a specific time to work on it.No matter the reason, the work the team needs done is not happening. And your best chance of helping the stakeholder do that work is to schedule time with the stakeholder directly. And then use that time to make it happen.Should stakeholders be able to do this on their own?Sure.But we all struggle at times. My experience is that after doing this a handful of times with a stakeholder, most stakeholders will form a new habit and be able to continue without you.In other cases, you and the stakeholder will discover it actually is more efficient when done together, and you'll keep a recurring meeting on their calendar that isn't the review. That's perfectly fine, too.Stakeholders are often busy. And that can cause them to take longer to respond than a fast-moving agile team might like. Finding creative solutions that keep the team moving (even if it's not something Scrum prescribes) is the best way to help advance a team from good to great,How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Clarity Is the Secret Weapon of Agile!We often mistake transparency for clarity. Transparency just means the information is available. Clarity means you can actually see. Clarity is not dumping everything on the table. It's making sense of it. It's vision. It's seeing...How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Burnout Is NOT a Agile Problem - It Is A Planning ProblemI remember a sprint planning meeting a few months ago, and I knew the sprint was doomed before it even started. Not because of bugs or blockers — those we could handle. It was the way everyone looked during planning: like we were gearing up for a marathon we hadn't trained for.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

5 “Healthy” Habits That Are Quietly Aging YouYou swapped breakfast for a smoothie.You do long cardio and skip weights.You religiously avoid fat.You graze all day.You think stress management means just relaxing.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Is Scrum Dying? Or Are We Just Doing It Wrong?Scrum used to be king. Now people don't even want it on their CV.Remember when being a Product Owner was cool? When Scrum Masters were change agents, not glorified note-takers?When saying “we use Scrum” signalled progressive, Agile thinking?Fast forward to now, and you'll find Product Owners ashamed of the title, Scrum Masters sidelined, and developers stuck in factory-mode delivery.Teams are jumping ship to SAFe, Kanban, or “whatever Spotify did,” chasing results Scrum couldn't deliver.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Is it ever OK to deviate from the Scrum Guide? - Mike CohnI'm out there on social media and I see all the same posts you do about the sanctity of the Scrum rules. And I get it. There are many rules of Scrum that teams break when they shouldn't. But I don't think it does anyone any good to be so hung up on rules that you throw practicality out the window.Here's the thing: No team should break a Scrum rule before they've tried to do it by the book for a while, and given themselves a chance to understand why each rule exists in the first place.But teams that have been doing Scrum together for a while sometimes need to bend a few Scrum rules to fit their specific circumstances and situation. And in most cases no one needs to start calling foul if they do!Here are a few common rules most teams can safely break or bend:Never extending a sprint is a great rule. Usually. Can it be broken? Yes—not often and always for a good reason (such as a holiday that makes a longer sprint sensible).It's ideal to have a dedicated Scrum Master–it's the best way to build high-performing teams. But having a dedicated Scrum Master is an economic decision and it may not always be justified, especially once the team can take on some responsibilities for itself.Having a retrospective every sprint is a wonderful way to put improvement front and center. But if a team is running one or two-week sprints and things are going well, I think it's OK for them to only do a retrospective every four weeks (or every other sprint).Teams that are new to Scrum should do Scrum by the book. But it's unrealistic to expect teams to never bend or break a rule to better fit their context.Knowing when to follow the rules, and when to break them, helps teams succeed,How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

The 5 Stages of LeadershipThe Doer — You deliver results by doing everything yourself.The Fixer — You solve everyone else's problems.The Enabler — You empower others to solve problems and grow.The Multiplier — You build systems that scale others' success.The Shaper — You shape culture, vision, and the next generation of leaders.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Scrum Masters, You're Not Just the Meeting PersonYou set up the standup, run a clean retro, update the board — and yet, nothing really changes. Dependencies still hit late. Stakeholders still ask for fixed timelines. The team's doing its best, but it always feels like someone outside is pulling the rug. Sound familiar?That's because agility doesn't stop at the team boundary. And if you're only coaching inside the circle, you're missing half the job. The real magic? It happens when you start coaching around the team too.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

$1 from 130,000 Strangers: Bella's Viral Mission to Reclaim Her Great-Aunt's HomeFourteen-year-old Bella had a dream: to bring back into her family the little 1950s house next door — the home that once belonged to her great-aunt and uncle. With six brothers and sisters, a part-time job at her dad's sno-cone stand, and a barely-used TikTok account, she launched a wildly ambitious idea: what if 130,000 people each sent $1 to help her family buy the house?A month in, Bella has already raised about $43,000 — almost entirely from small, heartfelt donations. Her campaign proves something simple and powerful: when a story is real, humble, and human, people respond. This episode explores Bella's origin, her progress, and the smart, ethical ways we can help push her all the way to the finish line.In this episode we'll hear from Bella's dad (Zachary Patrick), learn how a small business (a sno-cone shop) and a big heart are powering a grassroots movement, and lay out a tactical plan listeners can use right now to help — whether that's amplifying the message, organizing local support, or contributing safely.Donate / follow Bella's fundraiser: CashApp: $summersnow2015Venmo: ZPatrickFamily2008SpotFund: https://www.spotfund.com/story/8aaa610d-6d63-492d-a999-a9999284c151

Agile Coaches Can't Fix What Leadership Keeps BreakingYou can run the cleanest standups, the best retros, and the most motivated team workshops — and still feel like you're sprinting in circles.Because if leadership isn't on board, the system breaks faster than you can coach it. It's the silent pain many Scrum Masters and Agile Coaches carry: you're hired to drive agility, but you're blocked by decisions made way above your influence. And when things stall, guess who gets blamed?How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Setting and Managing Expectations - Mike CohnMy first Scrum project was incredibly successful, yet it was almost a failure.All of the technical aspects of the project were going extremely well. We were ahead of schedule, stress and scalability tests showed that we'd exceed uptime and reliability goals. Everyone on the team was having fun and doing their best work.The problem was that user expectations had been growing faster than the functionality being developed.The project was call center software to be used by hundreds of nurses initially, scaling to thousands. Nurses would use the system to triage patients, provide advice, dispatch emergency personnel when needed and so on.In monthly sprint reviews with the nurse users, I was routinely shocked by what they'd come to expect, some of which wasn't even technically feasible. With about three months left on the year-long project, I realized my focus had to change. From then on, I spent almost all of my time on expectations management.I met with nurses in each of the call centers and described exactly what would and would not be in the delivered system. I toned down their expectations about the system's impact on world peace, global warming, and personal weight loss.Had I not done this, the product would have been perceived as a failure.Since that project, I have been acutely aware of the importance of expectations management to the overall success of any project. Setting and managing expectations is perhaps even more important when an organization seeks to adopt or improve its agility.With agile improvement efforts, I find it helpful to set and manage expectations about four things: How quickly teams will improveHow long it will take to gain additional predictability from the team's new way of workingHow there will almost always come a time when turning back looks easier than sticking with itThe level of involvement in the transition that will be necessary from various stakeholders and organization leadersBy properly setting expectations you can avoid the problem of having an otherwise successful transition or project sunk by unrealistic expectations,How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

How to Say No Without Killing InnovationHave you also felt stretched too thin, saying “yes” to everything and watching your product get bloated and unfocused? I've been there. As a PM, you know that saying no isn't just necessary it's your secret weapon for driving meaningful product impact.But let's be clear: saying no doesn't mean stifling ideas or shutting down innovation. It's about strategically selecting what to build, and confidently explaining why others don't make the cut.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Scrum IS a Delivery Framework - NOT a Ceremonial CultThey say Scrum is easy to understand, hard to master.I'd say it's easy to misunderstand, and even easier to fake.Let's not talk about standups, reviews, or retrospectives just yet.Let's start deeper — from the inside out.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Teacher Reveals Heartbreaking Reason Behind Her Ocean-Themed ClassroomOne teacher was used to her father's support in everything from big dreams to classroom decor, but after his sudden death in March 2025, that steady presence was goneHow to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Symptoms Of Moving Without a VisionIn the absence of a clear and shared vision, every team, leader, and individual will fill that gap with their own beliefs, experiences, and expectations. It may appear to be “diversity of opinion,” but in practice, it often results in misalignment. Every strategic conversation becomes a clash of narratives.This fragmentation of understanding is just one of many symptoms of a lack of product vision. Based on my experience leading product teams at Locaweb, Conta Azul, Gympass, and Lopes — and more recently, supporting companies as a product advisor — I've seen how the absence of vision impacts the entire organization.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Small Changes That Made Our Daily Stand-Ups More UsefulDaily stand-ups are a cornerstone of agile software development — but often they're seen as a burden or a distraction. Why? Because they frequently devolve into long status reports that bore participants and add little real value.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

The Agile Family Tree: Theme, Epic, Feature and User Story Explained“Let's group this into a theme, break it down into epics, then into features and finally user stories.”Sure. Cool. Great.Just one question: what does any of that actually mean?If you've ever nodded along in a backlog grooming session while secretly wondering whether an epic is bigger than a feature or the other way around — you're in good company.It's time we cut through the jargon and talk real Agile clarity.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Is Your Team Heading For a Win? It's officially the end of summer here in the U.S. Part of me is sad. Cooler temps mean it's time for me to hang up my wakeboard and store my boat for the season.But part of me welcomes the move to falling leaves, long sleeves, and Major League Baseball playoffs. I'm a big Dodgers fan, and I'm hoping they make it to the post-season again this year.But even if my team doesn't go, I'll still watch the playoffs and World Series–both because I'm a fan and also to see if I can predict the winning team. And while I'm no Nostradamus, I do have a bit of a superpower. After just one or two innings, I can often tell who is going to win the game.Why? Because it's usually clear that one team is trying just a little bit harder. They're not pitching any better or getting more hits–they're just more engaged.They're running down every foul ball, even when it's already crossed into the stands. They're moving toward every hit, only backing off when a teammate yells, “Mine.” From the superstars to the backup right fielder, everyone on the field is looking for ways to contribute, even when it's outside their role.It's a thrill to watch teams like this: Teams who have put their individual egos aside to win the game. I've seen the same thing happen with successful agile teams, too.Agile teams thrive when team members let go of their egos and do what needs to be done. Agile teams struggle when people stay too rigidly in their most comfortable role–a programmer who refuses to do anything but code or an architect who won't come down from the ivory tower to dirty his or her hands with actual code.The Best Agile Teams Operate without Ego“Agile teams thrive when team members let go of their egos and do what needs to be done.”I'm not saying that everyone needs to be a generalist–that would be like having your pitcher also play first base! What I am saying is if that first baseman has to field the ball, I expect the pitcher to hustle over and cover first to make the out. And if the testers are behind or someone has run into a roadblock, I expect to see anyone who is able help out.On high-performing teams, each person plays their part as best as they can, and looks for opportunities to back up their teammates when they need help.On these teams, it seems as if everyone starts each day thinking: “How can I best help the team win today?”When team members have a winning attitude, I'm willing to bet they're on the move from good to great.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Teen Gets Adopted After Almost 15 Years In Foster CareAn Arkansas teen's life was changed forever when he was adopted after almost 15 years in foster care.Cozy, 19, had been in foster care for 5,429 days and was the longest-waiting person in the Arkansas foster care system, per local news outlet KARK.com. Tim and Anna Dietrich adopted Cozy on Monday, Aug. 25.Anna works for the nonprofit Project Zero, which helps connect foster children with permanent homes. She met Cozy through the organization, per the outlet. “The Lord made it very clear that we were supposed to all-out adopt him. We're supposed to give him our name, give him our family, give him our whole hearts," she said in a press conference filmed by TVH 11. How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/