Use story points to drive out assumptions, not estimate and forecast. Use flow metrics for that (while ignoring story point values). If you use story points and planning poker for the right thing, they both can be helpful.
One of the primary purposes of a retrospective is to create action items, but it’s not uncommon to come up with action items that aren’t actionable. They’re aspirational.
This blog gives you some ways to ensure your retrospectives have actionable items.
To meet schedules, deliver valuable products, and exceed your stakeholder’s expectations, you need the ability to flex scope and offer an actual minimum marketable product. You need to know how to break down your work to be forced by technology or business processes to deliver anything more than the minimum.
User stories are business needs, not requirements in the traditional sense. They are oriented toward the user and a business need. The big difference between a user story and other types of requirements is that a story describes a business need, not the system’s functionality.
Do you ever influence or coach people? How? Do you use a gut feel approach or do you have coaching patterns that you use? I have several coaching patterns that I step through when trying to influence people.