Honestly the part on daily stand ups sounds like a negative to me.
Sick of repeating the same status update every day for no benefit.
Sick of repeating the same status update every day for no benefit.
I could write a paragraph reputing point by point every single one of your sentences in a healthy organization.
All I can really say is you should consider switching jobs. You'll have to take my word for it today but it's way better out there, and you can join a company and a team that will make you feel like NONE of those things (yet still have daily standups)
Me too, then, because that accurately describes every Agile workplace I've been in the last 10+ years.
(I will concede that a lot of those were contracts and almost by definition, if they're hiring contractors to come in as emergency fixers, things are not going well anyway.)
One of the more difficult aspects of a team lead role is balancing all the different personalities and work preferences in that team. Consider that "toughing it out" might be a desired work practice for some people but for others it's the opposite, it's leaving them struggling for longer than they need/want to be. Stand ups offer a chance to identify those situations, as not every developer will ask for help when they need it. The post stand-up follow up should then considers the individual developer's wishes (e.g. you should be able to ask to tough it out for longer, probably as long as it's not a critical blocker for other work) and that seems to be one of the places your leadership is going wrong.
Response is always the same: during lockdown/WFH, it is one of the few times -- sometimes the only one -- we get to talk and hear other people so they'd like to keep it.
So instead I'm trying to move away from it being a traditional scrum round-table and try to move towards chit-chat, show and tell, general updates, group quizzes, etc. All more useful probably.
In the first case you're depriving yourself of the opportunity to be helped by your team.
In the second you're depriving your teammates of the opportunity to learn from your process, insights, and potentially helping them on their own task.
Get your head out of your ass, and think about the maximum value you can provide to your team in 30seconds-2minutes in a daily status report.
I find that some people in the team want to help too much, wasting (a lot) of time on things that would've been solved in the same time by the one original person instead of by a bunch of persons while wasting multiple person's time. When someone is really stuck, then sure, but more often (in my experience) it's just the kind of stuck which is there because it just takes time to work through a particular problem and trying out solutions. I find that people often 'want to help' to show they need to be promoted / get more money because 'they are so good' and 'are such a great team player' (aka signalling instead of actually contributing to the bottom line; doing the opposite by, every day, wasting time 'helping out' instead of finishing their own tasks faster). Helping out is good, but I think daily is too often to assess (assessing from a 2minute blurb, because apparently the victim is not asking for it; they get 'help' forced upon them) if help is needed or not.
Repeat the next day for C, then the next day for D.
How is this useful information to anyone that it warrants a recurring meeting?
The problem is standup is useful like 5% of the time when someone is actually blocked yet for some reason we decided it needs to be every day rather than more efficient ad-hoc meetings to unblock people.