When our brains feel a threat, we shut down. This is often called neurobiological flooding. When flooding happens, creativity and rational thought are extremely limited. For most of our work, that is extremely damaging

Communicating effectively with Product Owners starts with understanding their accountability and focusing on key elements such as benefit, investment, and time frame.

In this video, Mark how healthy rework can maximize learning and, ultimately, effective value for your customers. We'll explore two principles of healthy rework and two principles of unhealthy rework you can use to lean into learning!

In this video, Mark addresses the purpose of Sprint Goals and then explores the message that they are sending when it's hard to define a single Sprint Goal. This can help you ask better questions and steer your team toward higher value.

This is the third and final video in the series about responsibility. Here, Professional Scrum Trainer Mark Wavle talks through the powerful model, Circles and Soup.

In this second video in the series about responsibility, Professional Scrum Trainer Mark Wavle explores the leader's role in unwrecking responsibility issues.

Extremes of responsibility are wreckers of teams and leaders. In this Unstuck Leadership Moment, Mark explores two unhelpful and unhealthy responsibility stances.

In this Unstuck Leadership Moment, PST Mark Wavle explores the power of building a sense of ownership with the people we lead.

In this Unstuck Leadership Moment, PST Mark Wavle explores one of the challenges that many servant leaders face.

In this Unstuck Leadership Moment, PST Mark Wavle explores the question, "How do I help an unmotivated team?"

In this Unstuck Leadership Moment, PST Mark Wavle explores the question, "How do I know if my measures are the best ones?"

When we are confident that we know everything, certain that our perspective is correct and our plan is good, we miss things. Sometimes these things are critical.

When I’m describing the Key Value Areas (KVAs) of Evidence-Based Management, I find Time to Market is often misunderstood to mean “just go faster.” We need to scrub off the scent of “we know what we need to do, we just need to do it faster.” In complexity, goals and execution have a lot of unknowns, and things emerge as we do the work. So, we will be unsuccessful if we choose to follow a plan, even if we do it faster.

I want to address those of you who don't really want the feedback. I mean, as important as feedback is, and as many times as you've heard that the central point of a Sprint Review is feedback…you're tired of it. It's pesky. And it just gets in the way of you doing what you know is right anyway.

After experiencing my fair share of frustrating Sprint Review moments, I want to share some tips to improve the feedback you receive.