You would think that Sprint Planning would get easier as you go—especially now that the entire company is following Scrum, but there are always little hiccups.
Part of Scrum is constantly monitoring and improving your processes. This promotes change, and change is never readily accepted.
Serenity Clock says that I just like to "pick up the team snow globe and shake everything up from time to time."
In the end, its just another incremental improvement, but if if wasn't, we'd just admit our mistakes and move on. That's another Scrum key.
You're always monitoring the processes, looking for places to improve, but you never play the blame game with your team. It's a fine line, but crossing it weakens Scrum, which weakens the team, which weakens productivity.
As a good manager, you have to maneuver people into positions where they can do the most good—even if that's on another team or in another company—but the team has to understand—if not support—the changes that are taking place.
They have to know—they have to trust—that you're not just giving them another snow job.
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