How do you evolve a team from dependent to self-managing?

WHAT THIS TESTS: Your ability to apply situational leadership to Agile coaching. Interviewers want to see that you understand team development is not linear and that a Scrum Master must intentionally shift from directive to non-directive stances as trust and capability grow. The core concept is that dependency is a temporary scaffold, not a permanent operating model.

A GOOD ANSWER COVERS: First, Forming requires a directive stance. You teach Scrum mechanics, establish working agreements, define roles, and build psychological safety because the team lacks context. Second, Storming demands a facilitative stance. You surface conflict with techniques like conflict mapping, hold one-on-ones to address role confusion, and reinforce Scrum values without taking sides. Third, Norming calls for a supportive stance. You step back from running ceremonies, encourage peer feedback loops, and let the team own retrospectives while you remain available. Fourth, Performing shifts you to a consulting or strategic stance. You optimize flow metrics like cycle time and defect rates, challenge the team to stretch sustainably, and coach the system rather than individuals. Fifth, Adjourning requires a transitional stance. You celebrate wins, facilitate final retrospectives, and manage knowledge transfer. Crucially, you explicitly retire earlier stances; you stop directing ceremonies once the team can self-facilitate, and you stop intervening in interpersonal conflict once norms are stable.

COMMON WRONG ANSWERS: A major red flag is saying you would use the same coaching approach for every stage. Another is claiming the Scrum Master must always facilitate every ritual to maintain consistency. Conversely, suggesting you go fully hands-off in Storming is dangerous because unresolved conflict will destroy trust. Also, ignoring Adjourning signals inexperience with project-based or reteaming realities.

LIKELY FOLLOW-UPS: Interviewers may ask how you measure when a team is ready to move from one stage to the next. They might probe what you do when a performing team regresses to Storming after a personnel change. Expect questions about specific metrics you would introduce in Performing without making the team feel surveilled.

ONE CONCRETE EXAMPLE: A team in Storming argues about ownership of backlog refinement. Instead of assigning responsibility yourself, you run a conflict-mapping session where developers and the Product Owner visualize overlaps. You then guide them to create a shared working agreement for refinement. Two sprints later, in Norming, you stop attending refinement entirely and review the outcome only via retrospective insights. In Performing, you introduce flow efficiency data and ask whether their current refinement cycle is creating wait times, shifting the conversation from who does the work to how the work flows.

Source: agileseekers.com