Coaching Developers, Not Directing Them
True Scrum empowers Developers. Learn why coaching leads to self managing teams, faster problem solving, and better outcomes than directing them.
Many organizations still treat Developers like order takers. They are given tasks, told how to do them, and then expected to deliver. This approach undermines the core principles of Scrum and limits a team's potential. An Agile coach or Scrum Master's role is not to direct Developers but to coach them. This distinction is crucial for building self managing, high performing Scrum Teams. It is about fostering an environment where Developers can solve their own problems and take ownership of their work.
The Scrum Guide's Stance on Self Management
The Scrum Guide is clear. Scrum Teams are self managing. This means they internally decide who does what, when, and how. They decide the best way to accomplish their work. This is not just a nice idea. It is fundamental to Scrum's effectiveness. When Developers are directed, this self management capability is stifled. They become reliant on external instruction, which slows down decision making and reduces their ability to adapt quickly. A coach helps them embrace this responsibility, not avoid it.
Why Direction Fails
Directing Developers often comes from a good place. Someone wants to help. But it creates several problems. First, it assumes the director has all the answers, which is rarely true in complex product development. Second, it removes the opportunity for Developers to learn and grow through problem solving. Third, it creates a bottleneck. If every decision requires approval or instruction, the team moves slower. This defeats the purpose of an Agile approach. Developers are the closest to the work. They often have the best insights into how to solve technical challenges.
What Coaching Looks Like
Coaching is about asking questions, not providing answers. It is about helping Developers find their own solutions. When a Developer comes with a problem, a coach does not say, 'Do this.' Instead, they might ask:
- What options have you considered so far?
- What are the pros and cons of each option?
- What data do you have to support your assumptions?
- Who else on the team might have experience with this problem?
- What is the desired outcome you are trying to achieve?
This approach builds critical thinking skills. It empowers Developers to rely on their collective intelligence. It strengthens the team's ability to navigate complexity independently.
Building a Culture of Ownership
When Developers are coached, they develop a stronger sense of ownership over their work and the product. They understand the 'why' behind decisions because they participated in making them. This leads to higher quality outcomes and greater job satisfaction. A team that truly owns its work will naturally inspect and adapt more effectively. They will be more proactive in identifying and solving impediments, rather than waiting for someone else to do it.
Practical Steps for Coaches
If you are a Scrum Master or Agile coach, focus on shifting from director to coach. Observe the team. Identify areas where they rely on external direction. Then, strategically intervene with coaching questions. Help the team establish clear working agreements for decision making. Encourage peer to peer coaching within the team. Facilitate retrospectives that focus on how the team can improve its self management practices. Your goal is to make yourself progressively less needed for day to day decisions, allowing the team to thrive autonomously.
Coaching Developers is an investment. It takes more patience initially than simply telling people what to do. But the return on that investment is a resilient, innovative, and truly self managing Scrum Team. This is the foundation for sustained delivery of valuable products.