| Scrum master at Remote, Remote, USA |
| Email: [email protected] |
| From: bhargav akkula, kksoftwareassociates.com [email protected] Reply to: [email protected] Hi, Scrum Master a. Leadership skills when we look at extremely successful candidates in the past, the pattern weve identified is that most of them (if not all) have had some sort of leadership experience in their resumes. Either as a People Manager or as a team lead before. This is a critical transferable skill to have in order to be a strong Scrum Master II. The successful candidate in DaaS will need to be able to influence the team and their Product Owner towards delivery. The candidate will need to have a strong voice to go through tough changes by working as a change agent on the PODs. The candidate needs to be recognized by the team as a true leader, perspicuous, influencer, problem-solver and willing to pull up their sleeves for anything that may be necessary to remove the blockers the team may face.b. Energetic and Motivating = (PASSIONED) While we know this soft skill is hard to find in any given candidate, this is definitely something that makes the difference when it comes to the Scrum Master role. We observed that most of the times POD members are so heads down with the work that their energy is either drained or running very low. Especially for things like actively participating of ceremonies, following Agile processes and things they need to do to be on top of Agile. When we add an energetic Scrum Master the team moral bumps back up exponentially and, they find the motivation they need to demonstrate they can go that extra mile to achieve and delivery the teams goal. c. Adaptability - can they apply the principles they have in a way that works for TD and the Teams No two teams are the same, can they look through the fog, see the light and guide everyone towards it d. True Servant Leadership - can a candidate honestly put everyone elses needs above their own Can they not care what the metrics look like, take the heat from leadership and focus on building psychological safety Can they advocate for the Dev who is being bullied by the Product Owner (or their PL). Can they empathize for the QA who are under pressure the last 4-5 days of every sprint and are blamed for stories carrying overe. Technology/Delivery oriented background - For DaaS specifically, I have seen people with technology backgrounds be more successful, they can speak the language of the Tech PO, TL, Dev and QA, they can also identify risks and opportunities for cutting waste more easily. We believe it makes a big difference!f. Courage, Bravery & Continuous improvement = (INNOVATOR) Critical to have the growth mindset and be an achiever / go-getter! This is typically aligned with a continuous improvement mind, which is either an individual has or not. We absolutely know and feel when someone fights complacency all the time! Those are the "continuous improvers"; they will never stop fighting for the goal and they are typically very creative to solve problems. g. True Sellers - What I am noticing is that we have a lot of scrum masters that are just going through t Business Analysis 6-8 a. Leadership skills when we look at extremely successful candidates in the past, the pattern weve identified is that most of them (if not all) have had some sort of leadership experience in their resumes. Either as a People Manager or as a team lead before. This is a critical transferable skill to have in order to be a strong Scrum Master II. The successful candidate in DaaS will need to be able to influence the team and their Product Owner towards delivery. The candidate will need to have a strong voice to go through tough changes by working as a change agent on the PODs. The candidate needs to be recognized by the team as a true leader, perspicuous, influencer, problem-solver and willing to pull up their sleeves for anything that may be necessary to remove the blockers the team may face.b. Energetic and Motivating = (PASSIONED) While we know this soft skill is hard to find in any given candidate, this is definitely something that makes the difference when it comes to the Scrum Master role. We observed that most of the times POD members are so heads down with the work that their energy is either drained or running very low. Especially for things like actively participating of ceremonies, following Agile processes and things they need to do to be on top of Agile. When we add an energetic Scrum Master the team moral bumps back up exponentially and, they find the motivation they need to demonstrate they can go that extra mile to achieve and delivery the teams goal. c. Adaptability - can they apply the principles they have in a way that works for TD and the Teams No two teams are the same, can they look through the fog, see the light and guide everyone towards it d. True Servant Leadership - can a candidate honestly put everyone elses needs above their own Can they not care what the metrics look like, take the heat from leadership and focus on building psychological safety Can they advocate for the Dev who is being bullied by the Product Owner (or their PL). Can they empathize for the QA who are under pressure the last 4-5 days of every sprint and are blamed for stories carrying overe. Technology/Delivery oriented background - For DaaS specifically, I have seen people with technology backgrounds be more successful, they can speak the language of the Tech PO, TL, Dev and QA, they can also identify risks and opportunities for cutting waste more easily. We believe it makes a big difference!f. Courage, Bravery & Continuous improvement = (INNOVATOR) Critical to have the growth mindset and be an achiever / go-getter! This is typically aligned with a continuous improvement mind, which is either an individual has or not. We absolutely know and feel when someone fights complacency all the time! Those are the "continuous improvers"; they will never stop fighting for the goal and they are typically very creative to solve problems. g. True Sellers - What I am noticing is that we have a lot of scrum masters that are just going through t a. Leadership skills when we look at extremely successful candidates in the past, the pattern weve identified is that most of them (if not all) have had some sort of leadership experience in their resumes. Either as a People Manager or as a team lead before. This is a critical transferable skill to have in order to be a strong Scrum Master II. The successful candidate in DaaS will need to be able to influence the team and their Product Owner towards delivery. The candidate will need to have a strong voice to go through tough changes by working as a change agent on the PODs. The candidate needs to be recognized by the team as a true leader, perspicuous, influencer, problem-solver and willing to pull up their sleeves for anything that may be necessary to remove the blockers the team may face.b. Energetic and Motivating = (PASSIONED) While we know this soft skill is hard to find in any given candidate, this is definitely something that makes the difference when it comes to the Scrum Master role. We observed that most of the times POD members are so heads down with the work that their energy is either drained or running very low. Especially for things like actively participating of ceremonies, following Agile processes and things they need to do to be on top of Agile. When we add an energetic Scrum Master the team moral bumps back up exponentially and, they find the motivation they need to demonstrate they can go that extra mile to achieve and delivery the teams goal. c. Adaptability - can they apply the principles they have in a way that works for TD and the Teams No two teams are the same, can they look through the fog, see the light and guide everyone towards it d. True Servant Leadership - can a candidate honestly put everyone elses needs above their own Can they not care what the metrics look like, take the heat from leadership and focus on building psychological safety Can they advocate for the Dev who is being bullied by the Product Owner (or their PL). Can they empathize for the QA who are under pressure the last 4-5 days of every sprint and are blamed for stories carrying overe. Technology/Delivery oriented background - For DaaS specifically, I have seen people with technology backgrounds be more successful, they can speak the language of the Tech PO, TL, Dev and QA, they can also identify risks and opportunities for cutting waste more easily. We believe it makes a big difference!f. Courage, Bravery & Continuous improvement = (INNOVATOR) Critical to have the growth mindset and be an achiever / go-getter! This is typically aligned with a continuous improvement mind, which is either an individual has or not. We absolutely know and feel when someone fights complacency all the time! Those are the "continuous improvers"; they will never stop fighting for the goal and they are typically very creative to solve problems. g. True Sellers - What I am noticing is that we have a lot of scrum masters that are just going through Regards Bhargav Akkula Sr Lead Associate (US IT Recruitment) (945) 224-1536 [email protected] www.kksoftwareassociates.com Keywords: quality analyst access management information technology golang purchase order procedural language Scrum master [email protected] |
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| Thu Aug 22 00:28:00 UTC 2024 |