The Quick Brown Fox

The second in my "brown bag" series at work wasn't really a brown bag at all. Given the expansive possibilities in the topic and limited time in which to work with them, I decided to do this one as a self-guided installation. I had a lot of fun researching and designing the materials for this one! I divided the room into three stations: Drive Find Your Why Management 3.0  Each station had a large sticky note on which I wrote out some highlights of that particular approach to motivation, an interactive portion, and at least one printed takeaway. For Drive I made up a bunch of true/false questions; for Find Your Why there was a thing to match the company to their public mission statement, and for Management 3.0 I printed out a bunch of Moving Motivators card sets.  As it happens, hardly anybody came, because we're updating Jira this weekend and there was a meeting scheduled about that which conflicted with mine. I admit that this was frustrating; motivation

I thought it might be useful to record more details about the session I did on this subject. Not least because I might want to do it again someday.

After 2 1/2 years of doing the job on a part-time basis, yesterday I had my first interview for a Scrum Master position. I did not get the job -- I didn't particularly expect to, my first time out -- but it was an interesting experience. At least now I know what kind of questions people tend to ask prospective Scrum Masters, and they gave me some feedback on my interview style, which I suppose might be useful. There were a lot of, "Tell us about a time when you solved a problem" style questions, which I more or less expected. There were some very specific questions posed about their company and their team situation, some which I was able to address better than others. There were a lot  of questions about how I ended up in Scrum from tech writing, which on the one hand is obviously a common reaction to my resume, and on the other hand started to annoy me by the end of the afternoon -- not least because it looked like the nine people I spoke to had not coordinated at all.