Most Scrum teams don’t have a standup problem—they have a communication problem.
On paper, standups should take 15 minutes, improve coordination, and get the team aligned for the day. The daily Scrum often becomes one of the following:
- A status meeting for the Scrum Master
- A verbal JIRA board reading
- A circle of polite disengagement
- A ritual that drains energy instead of creating momentum
- At worst, they can actually CAUSE issues and create discomfort among the team members.
If any of this sounds familiar, you’re not alone. The good news? You don’t need more rules to fix your standup. You need better intentional design, better connection, and better communication hygiene.
Let’s break down what really goes wrong—and how to rebuild your standup into something that serves the team, not the process.
1. The Real Reason Standups Fail: They Drift From Their Purpose
A standup has one purpose: Help the team coordinate so they can make the best possible decisions today. The standup is not a progress report. It is not mean to defend yesterday’s productivity. It is most definitely not meant for reciting what you did yesterday hour-by-hour. The daily standup requires constant monitering and re-thinking.
Standups tend to fall apart when they mutate into:
- A management meeting
- A project check-in
- A mandatory ritual
- A pressure-filled accountability moment
When the purpose gets lost, the energy collapses. Before changing anything else, reset expectations with the team and re-define the purpose of the meeting: “We do this to coordinate and clear the path for today. That’s it.” Resetting the purpose brings a new clarity to the team standup. Clarity brings improved behavior without needing stricter rules.
2. The Standup Should Feel Like a flow, Not a Chore
Great standups have a flow—a sense of motion, connection, and shared focus. Bad standups feel like reading a grocery list. Remember the circular motion behind iteration. There is a flow to it that we should keep in mind.
Teams (especially Scrum Masters) often get obsessed with format (“we MUST follow the 3 questions!”), but format often leads to low energy interactions that are boring and non-interactive.
What things could increase energy?
- People facing each other (even virtually with cameras on)
- A facilitator who watches body language and engagement
- A time limit that creates momentum
- Clarity on blockers (“Tell me more about the issue you are having”)
- Simple language instead of JIRA or Scrum jargon
If your standup feels lifeless, don’t add rules—add energy. Try opening with:
“Is there anything we need to know today to work better together?” or “How can I help the team move forward today?”
You’ll be surprised how many real conversations it unlocks.
3. Stop the JIRA Karaoke: The Board Should Support the Conversation—Not Replace It
Many standups are just people reading JIRA tickets out loud. Ticket numbers aren’t communication. Reading off ticket numbers does not show nuance, uncertainty, or emotional context. They don’t tell anyone whether you’re confused, stuck, tired, or unsure. They don’t communicate risk. In fact, most of the time, the other team members don’t even know what issue someone is referring to by referencing a JIRA ticket number!
Lets talk about how to fix this.
Use the board as a prompt, not a script. Het people actually talking.
Encourage people to talk about:
- What’s at risk
- What they’re uncertain about
- What needs discussion after the standup
- Who needs to sync up later and how can the Scrum Master facilitate and break down potential issues that might arise.
The team will get a lot more value from actual conversation and human interaction than “walking the board” and everyone feeling like they have better things to do.
4. Blockers Are the Heartbeat—But Teams Rarely Talk About Them Honestly
Most teams either underreport blockers (to avoid shame or being called out), overreport blockers (to avoid accountability), or don’t recognize blockers until they’re already fires.
Blockers should be the most important part of the standup. They’re the key to coordination and flow. Lets talk about how to fix it.
Reframe blockers in a growth-centered way:
“Is there anything slowing us down, even something very small?”
“What can I (or we) do to get us moving?”
This removes unwanted attention and shame. It also encourages honesty, and surfaces flow issues before they become problems.
how to Fix the standup: Make it a Conversation, Not a Performance
I have been around, and worked with enough teams to know they often fall into “performance mode”—each person trying to sound competent, productive, and unproblematic. They really just want to finish the standup, go turn on their music, and get back to work.
But teams don’t succeed because individuals are trying to look good. Teams succeed because individuals communicate well. For example, if there is a 2 story point issue on the board that has taken over two or three days In Progress, some communication is in order. Ask the devs what is going on and how you can help. Do we need to pair up and get the issue moving? Maybe another developer would have a fresh take on it which sparks immediate resolution.
The standup should feel like:
- A huddle
- A quick sync
- A moment of connection
- A preparation for the day’s work
- A chance to calibrate, not perform
When the standup becomes a conversation, everything improves without adding additional rules and ceremonies.
A Simple, High-Performing Standup Format (You Can Use Tomorrow)
Here’s a structure that works for nearly any team:
1. Quick connection (10 seconds)
“How’s everyone doing today?” (You’ll almost always catch risk signals instantly.)
2. Shared focus (30 seconds)
“What’s the most important thing we need to achieve today?”
3. Quick team-led updates (under 5 minutes)
“What’s in motion, what’s stuck, what needs attention?” Try these questions instead of the typical three daily Scrum questions. It initiates a different thought process for the team.
4. Blockers & risks (1–2 minutes)
“What is slowing us down and do we need to swarm on anything?” What can I help with today (especially if you are the Scrum Master)?
5. Close with clarity (10 seconds)
“Do we all know what we’re doing next?” What is our plan for the day? What is our goal for today? Completion gives a feeling of movement and accomplishment, which spurs further forward motion.
These kinds of questions and interactions keep things human-centered, fast, and aligned with team and organizational goals.
Final Thoughts: You Don’t Need a Perfect Standup—You Need a Helpful One
The standup should be the most lightweight, energizing part of the teams day. When it works, everything else becomes easier. You will generally run across fewer surprises, you will have clearer priorities, more trust, and better FLOW! We don’t need to add more pressure or more rules around the standup. We just need to make it a conversation.
