High performers can truly elevate a team, but what happens when they prefer to stand out as soloists? These talented individuals sometimes disrupt the group's harmony, seeking the spotlight at the cost of collaboration. The role of the Scrum Master is crucial in recognizing and addressing these misalignments. By fostering private dialogues, they can help realign the team dynamics. A musical analogy highlights the importance of ensemble over individuality, emphasizing that true success comes from uplifting the group.
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insights INSIGHT
High Performers Can Elevate Teams
A single high performer can lift team morale and capability through attitude and collaboration.
The best stars listen and use their talent to make the whole team perform better.
insights INSIGHT
Orientation Over Skill
Some high performers prefer to act as soloists and derail team rhythm by seeking the spotlight.
Skill isn't the difference; orientation toward the team is what matters most.
volunteer_activism ADVICE
Intervene Early And Privately
Notice early when someone plays out of sync and intervene before the team's rhythm breaks.
Privately confirm team sentiment and then discuss detrimental behavior one-on-one with the soloist.
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It’s always great when a high performer joins a team. A true star can elevate everyone through their attitude, ability, and commitment. Think of them like a brilliant musician in a band—a lead guitarist or vocalist who’s not just talented, but who listens, collaborates, and knows how to bring out the best in everyone else. They don’t just shine—they make the whole group sound better. But sometimes, the high-performing teammate turns out to be more comfortable as a soloist. Soloists want to stand out—but often at the expense of the ensemble. They can sometimes play over others, ignore the rhythm of the group, and expect the spotlight on every track. They might be technically excellent, but they’re out of sync. These kinds of high performers sometimes overvalue their individual contribution and subtly (or not-so-subtly) expect special treatment: the final say in decisions, the best projects, or freedom from feedback and constraints. When they take risks and things go wrong, they assume their talent will shield them—leaving the rest of the team to clean up after the show. The difference between a true bandmate and a soloist isn’t skill—it’s orientation. One makes the team tighter. The other plays their own set. That’s where the Scrum Master comes in. A good Scrum Master notices when someone’s out of sync and steps in early—before the rhythm breaks. Rather than act on their own opinion, the Scrum Master should have the private conversations necessary to confirm that the rest of the team also feels the soloist is throwing off their rhythm. If the feeling is widespread, then the Scrum Master should have a private conversation with the soloist about any behavior that is detrimental to the team. If, for example, a diva is ignoring what the team selected during sprint planning and instead chooses to work on pet projects, the diva needs to understand that’s not acceptable. If a private conversation doesn’t help, the Scrum Master can escalate the problem to the solist’s functional manager. Consider including the soloist in that conversation so that there’s no miscommunication and everyone is on the same page. Don’t let one person throw off the rhythm of the whole team. To succeed with agile, we don’t need virtuosos; we need great bands.
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