When you visit one of the daily scrums whilst being in a role above those scrums, do you usually participate as a beholder or, do you also speak like all scrum team members: What did you do yesterday and what are you going to do today?
If so, why and how do you describe the things which are not yet to be broadcasted to the whole team (for example, preparation of reorganisation, issues with stakeholders and anything else that everyone does not need to know [yet])?
From Mike Cohn's blog on the Daily Scrum Meeting - ...many teams enforce a rule in which only those who are committed are allowed to talk during the daily scrum meeting. All team members are required to attend scrum meetings. Since both the ScrumMaster and product owner are committed team members, they are expected to attend and participate. Anyone else (for example, a departmental VP, a salesperson or a developer from another project) is allowed to attend, but is there only to listen. This makes scrum meetings an excellent way for a Scrum team to disseminate information -- if you're interested in hearing where things are at, attend that day's meeting.
The purpose of the Daily Scrum meeting is for the team to share with their team mates progress of work and planning for that day. And it is tightly time boxed. So, the entire focus should be on the Sprint backlog and on the people who are doing the work.
One departmental supervisor (who manages 4 Scrum teams and other staff) I know holds a fortnightly all hands to share plans, admin matters and so on. You might want to consider something along those lines.
As a sr mgr and manager of the scrum masters I encourage a separation between the Standup (chickens and pigs, team talks everyone else observes) and the "after" conversation time, when I might share my updates or answer questions. Keeping the standup by the team, for the team, I think sends the right message - you are responsible figuring out how to achieve your goals, and for surfacing impediments. With Scrum Masters supporting, it gets to be a pretty easy habit for even the most caffeinated non-team members to hold their fire for 5 - 10 min, then jump in.
Our organization relies heavily on GA asset development (we create simulations), so we include them in the daily scrums. Some are technically inclined (i.e. understand code) while others are not. Nonetheless, the GA work needs to integrate with the code so there are dependencies, technical constraints, etc. that need to be communicated and vetted.
It is not uncommon for other non-technical talent to be included in the daily scrums, such as content developers and QA. My rule of thumb is that if an individual has a card in play on the scrum board, they're included in the daily scrums.
