How do you handle a teammate working on low-priority tasks?
This tests your accountability and interpersonal skills within a Scrum team. A great answer starts with a private, curious conversation, then uses the Daily Scrum to refocus the team on the Sprint Goal, and only then involves the Scrum Master as a coach.
What's really being asked
This question assesses your sense of ownership and accountability as a member of a self-managing team. The interviewer is looking for more than just knowledge of Scrum rules; they want to see your interpersonal skills, your ability to resolve peer-level conflicts constructively, and your commitment to the team's success (the Sprint Goal) over individual tasks. It separates candidates who just write code from senior members who improve the team.
The full answer
A good answer demonstrates a graduated response, starting with the path of least resistance and escalating only as needed. First, approach the teammate privately and with curiosity, not accusation. Assume positive intent and seek to understand their reasoning. Second, if that doesn't resolve it, use the Daily Scrum to bring the focus back to the Sprint Goal for the entire team. Frame it as a team-level risk, not an individual's fault. Third, if the behavior continues to jeopardize the sprint, engage the Scrum Master. Frame this as asking for coaching on how to help the team maintain focus, not as tattling on a coworker.
The mistakes people make
A major red flag is any answer that bypasses the team or the individual. This includes going straight to a manager, immediately telling the Scrum Master to solve it, or just ignoring the problem. Publicly calling out the teammate in the Daily Scrum is also a very poor choice, as it destroys psychological safety. Another common mistake is saying you would tell the Product Owner; the PO manages the Product Backlog, not the Developers' work plan within the Sprint.
What usually comes next
Expect follow-ups like: "What if the teammate says their manager told them to work on it?" (This tests your ability to navigate conflicting priorities and protect the sprint). Or, "What if this is a recurring pattern with this person across multiple sprints?" (This tests your understanding of using Retrospectives and providing constructive feedback over time).
A concrete example
"I would first approach them 1-on-1 after the stand-up. 'Hey, I noticed you're working on Task X. I'm having trouble seeing how it connects to our Sprint Goal, and I'm worried I might be missing something. Can you walk me through it?' This opens a dialogue without accusation. If they were, for example, asked by an outside stakeholder to do the work, the next step is to help them route that request through the Product Owner and protect our sprint commitment as a team."
Interview question
What is the recommended initial action when a teammate appears to be working on tasks not aligned with the current Sprint Goal?
- a.Publicly address the issue during the Daily Scrum to ensure team transparency.
- b.Report the discrepancy to the Product Owner for reprioritization of the Sprint Backlog.
- c.Privately approach the teammate with curiosity to understand their task choices.Correct
- d.Immediately inform the Scrum Master to intervene and re-align the teammate's focus.
Why? this is the answer
The recommended first step is to privately approach the teammate with curiosity, assuming positive intent, to understand their reasoning. This fosters constructive dialogue and respects psychological safety, unlike publicly calling them out or immediately escalating to the Scrum Master or Product Owner, which are considered red flags.
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