I am a ScrumMaster for a team of 7 devs/qa's.
I am struggling to coach my PO / get through to my PO. On one hand he is very keen to be a PO and work in the way a PO works but he just doesn't really get that his behaviours are not helping the team become more autonomous and self-managing.
These are the behaviours which I believe is hurting the team:
- Relentless interruptions during the day. He is a very extroverted lovely outgoing guy, but all day he is coming up to developers just to say how are you doing all very positive, but very disrupting
- Relentless asking for updates. When will this be done, when will this finish
- Joining standup's and always talking during the stand-up's, always chipping in
- Getting involved in every facet of the team, from handovers when team members leaves, solution design, QA approach you name it everything
- Does not write acceptance criteria, when people ask for requirements, he says don't worry about the requirements. QA's ask for requirements, but he says not to worry. The requirements are in his head and he likes to verbalise them not capture them in jira.
- Directing the team, managing the team, micromanaging the team
- He gets very aggressive if he is not allowed to do this
In my career I would say he is the furthest away from being a Product Manager and more like a command and control manager.
What I have tried: + 1-on-1's, explaining the role and coaching + Using retrospectives which cause the team to call out the lack of acceptance criteria + Workshops getting the team and PO to understand the PO, SM and Team's roles.
Nothing seems to work