Ever feel like you’re stuck playing “Scrum cop” or running ceremonies, but never get a seat at the real strategy table? You’re not alone. I sat down with Dr. Michael Gerharz, who’s made a career out of helping leaders find the right words to actually move the needle, not just check boxes.
Here's the video podcast: (Go here for the audio version)
Here’s what stood out for me—and maybe for you too, if you’ve ever wondered why “agile” so often turns into process theater instead of real progress.
Why Is Agile Communication So Hard?
Michael sees a pattern: more and more agilists (Scrum Masters, coaches, etc.) are frustrated. Not because the frameworks are flawed, but because the way we discuss value and progress gets lost in translation. Three big themes came up:
- Process Over Progress: Too many orgs treat agile as a checklist, losing sight of actual improvement. We end up optimizing for ceremonies instead of outcomes. (As you can imagine, this made me think about underpant gnomes...)
- Speaking Uncomfortable Truths: The “feel good” mentality sometimes drowns out honest conversations about what’s really not working. It’s tough to hold up the mirror when everyone just wants to look good.
- Articulating Value: Agilists struggle to explain the real impact they bring. If you can’t connect your work to business outcomes, you risk becoming a tactical commodity, not a strategic partner.
The Theater Problem: When Agile Becomes Just Another Checkbox
We riffed on how Agile went mainstream—crossed the chasm, as they say—and got commoditized. Suddenly, it’s everywhere, but the intent is lost. Instead of helping orgs see themselves clearly (warts and all), we’re often just helping them feel like they’ve “gone on a diet” by buying the gym membership, not doing the hard work.
It’s a vicious cycle: passionate agilists get frustrated, leaders tune out, and everyone defaults to the easy path—mechanics over meaning.
The Nuance Gap: Why Black-and-White Thinking Fails Us
There’s a lot of “method wars” out there—SAFE vs. Scrum vs. whatever. But most orgs don’t need a new dogma; they need nuance. Michael nailed it: persuasion doesn’t work if you’re just trying to win the argument. What lands is resonance—meeting people where they are, using their language, and helping them see what’s in it for them.
LinkedIn and other channels don’t make this easier—nuance doesn’t get clicks, but controversy does. So we end up with extremes, not bridges.
Actionable Takeaways: Bridging the Gap with the PATH Framework
Michael shared his “PATH” approach for communicating real change:
- Plain and Simple: Drop the jargon. Use words your audience actually uses.
- Actionable: Make the next steps clear—don’t just point to the North Star, lay down the path.
- Transformative: Motivate people to want to change, not just comply.
- Heartfelt: Connect the business goals to what teams actually care about.
In practice? If your team can’t ship every Sprint, don’t just lecture them about “not doing Scrum right.” Get real about their constraints, empathize, and help them see why closing feedback loops matters—then work together on small, meaningful steps forward.
Where to Go Next
If you want to dig deeper, Michael’s got a free nutshell version of his PATH framework on his site, and his book The PATH to strategic impact is packed with real-world examples.