Let me start by explaining the big, unfixable problem here:
A new Technology Director has been brought in above my team, and he insists on deciding how Jira is configured, affecting people who don't report to him. Despite his insistence to the contrary, he doesn't seem to have the slightest idea how agile or Scrum works, but the rest of the team is very comfortable with these things. He doesn't understand what goes into a standup, and when we forced a retrospective recently, he stared at his laptop the 90 percent of time. This (and his apparent confusing of waterfall and agile) is causing very real problems.
He's a talented programmer, but also kind of a jerk and an inscrutable communicator. He leads by fiat, not by example. It's so bad that I've already decided that I'm leaving (I'm expecting an offer in the next two days), and our senior front-end developer quit right after we hired a very junior front-ender who really needed his mentoring.
Now, to my more narrowly-scoped question
Should someone in this role have a major say in this sort of thing? The way he wants to configure Jira makes no sense to anybody else. How can I push back and advocate for agile and Scrum?
I'm trying to fix as much of this as possible before I leave because I do like the company and I really care about the team and I want to see them succeed.
Any advice on how to help me help my team before I leave would be appreciated.