For many of us, the majority of our week is spent with colleagues rather than family. It seems natural then that experience at work plays a huge role om shaping our mood, motivation and overall well-being. Whether it’s our ambition that pushes us forward, a strong sense of purpose in what we do or simply the inability to let things go and switch off at the end of the day, our emotional state is closely tied to our professional environment. That’s why being part of a team that supports you, helps you grow, and allows you to be yourself is more than just a nice-to-have—it’s essential for balance.
But here’s the tricky part: finding that kind of team—or building one, especially if you’re a Scrum Master—isn’t always easy. The most effective teams I’ve worked with have one thing in common: they cultivate a culture of honesty and openness. These are teams where people show up, speak up, and rely on one another to get things done. Trust isn’t just a buzzword—it’s the foundation. It enables better collaboration, smoother problem-solving, and more meaningful feedback, which in turn fuels both personal and professional growth. In nearly a decade of working as a Scrum Master, I’ve noticed a pattern among high-performing teams. They share core values, care deeply about their work, and are generous when sharing knowledge. Tools are important, sure—but people always come first. So the question becomes: how can we, as Scrum Masters, help create and nurture this kind of thriving team environment?
Before we go further, let’s take a moment to define the basics: what exactly are core values? Core values are the fundamental beliefs that shape how we see the world and how we respond to it. They’re non-negotiable principles that act as a personal compass, quietly guiding our decisions, behaviors, and judgments. Unlike personality traits, which are more about our natural tendencies or the way we typically react, core values are about standards—what we believe is right, important, and worth standing up for. When these are challenged or compromised, it can create an internal tension that’s hard to ignore.
When you bring together a team whose members share at least a few of these core values, something powerful happens. Collaboration feels smoother. Decisions are easier. Take, for example, the value of product embedded quality. A team that shares this value is more likely to embrace practices like Test-Driven Development (TDD) or invest time in robust CI/CD pipelines. On the other side, if only a few members care about this while others rush to deliver features without proper testing, it can lead to frustration, friction, and sometimes can even cause a team member’s departure.
That’s why taking time to align on values—as individuals and as a team—is not just a nice team-building exercise. It’s a strategic move. These conversations can arise organically in retrospectives, refinement sessions, or even casual chats. As Scrum Masters, part of our job is to recognize these moments, track emerging themes, and bring them back to the group for reflection and alignment—especially during retrospectives.
Here are a few practical tips I’ve found helpful in facilitating this kind of values alignment:
- Pick the right moment. Timing is everything. You want to initiate this conversation when the team is open and emotionally available—not in the middle of a crisis or difficult sprint. The forming stage of a new team or the onboarding of a new member can be a great window of opportunity.
- Plant the seed early. Don’t surprise your team with a deep, personal discussion out of nowhere. Let them know in advance what you’re planning to explore and why. If some people are more reserved or like to be informed ahead, consider bringing it up during one-on-ones. Giving people time to reflect beforehand leads to more thoughtful and meaningful contributions.
- Share questions and engage. Go beyond the standard “What are your core values?”. Try asking questions like:
- What values have you seen in this team that really resonate with you?
- Can you recall a recent moment with the team when our values felt aligned—or misaligned?
- Which values should we focus on as a team moving forward?
- Make space for every voice. Even the quietest team member should feel seen and heard in this kind of discussion. You might need a longer meeting—sometimes a couple of hours—to give everyone room to speak without rushing.
- Prioritize and visualize the values. Once all team members share their personal core values, try mapping them out by priority. One method is to assign points based on rankings—top values get more points, and the totals reveal the team’s collective value landscape. From there, talk about how these values can show up in your day-to-day work. For instance, if “growth mindset” ranks high, how can you build time into sprints for learning or experimentation?
- Address misalignment with care. This is the tough part! Sometimes, someone’s top personal value ends up being completely out of sync with the team’s consensus. It’s uncomfortable—but it matters. As a Scrum Master, you have a responsibility and the courage to surface this gently, even if that team member stays quiet. You won’t fix it on the spot, but by creating space for understanding, you’re building the psychological safety needed to navigate those rough times when the difference could become a serious source of tension.
As a Scrum Master, addressing team values isn’t just a soft-skill add-on—it’s a strategic and human-centered investment in the long-term health of your team. While facilitating conversations around values may require you to dedicate time and energy outside your typical delivery-focused responsibilities, the return is well worth it. Values serve as the foundation of how a team interacts, makes decisions, resolves conflict, and ultimately builds trust.
It’s important to remember that defining team values isn’t a one-and-done activity. Values should be revisited and realigned whenever there are changes in team composition—like when someone new joins, or when long-standing members leave. Even in stable teams, subtle shifts in behavior, goals, or external pressures can cause value drift. In those moments, a gentle reminder of the team’s shared principles can act as a compass, helping the group navigate back to its intended course. When these conversations are thoughtfully prepared and approached with openness, they foster psychological safety, strengthen relationships, and create a shared sense of purpose.
We often focus on frameworks, metrics, and ceremonies, but beyond the structure lies something more powerful: a team that knows what it stands for. By helping teams discover, discuss, and live their values, we’re not just facilitating better sprints—we’re building environments where people can thrive, contribute meaningfully, and grow together. And that, ultimately, is what turns a group of individuals into a truly cohesive and resilient team.