Starter Start something skill
Run a daily standup
Run a brief daily coordination check focused on flow, blockers, dependencies, and immediate decisions.
Inspect the work, not the people. Resolve small coordination needs and route deeper discussion outside the timebox.
Procedure
- Confirm the team's goal, current work board, timebox, facilitator, and participation needs.
- Start from blocked and aging work, deadlines, incidents, and cross-owner dependencies.
- For each material item, ask what changed, what evidence exists, what is blocked, and what coordination is needed today.
- Update the system of record during the conversation instead of creating a competing status list.
- Make small sequencing or ownership decisions within the team's authority.
- Assign deeper topics to named participants with a follow-up time and desired outcome.
- End by reading back new blockers, decisions, owners, and near-term risks.
- Periodically test whether the standup improves flow; change or stop it when it does not.
Failure plan
- Do not use speaking order or airtime as a performance score.
- Never pressure people to disclose private health, family, or personal reasons for absence or reduced capacity.
- If the board is stale, repair it rather than accepting verbal status as the permanent record.
- Escalate urgent safety, security, privacy, or operational incidents through their dedicated process.
--- name: run-a-daily-standup category: start description: Run a brief daily coordination check focused on flow, blockers, dependencies, and immediate decisions. Use when a team needs synchronization without a status recital. --- # run-a-daily-standup Inspect the work, not the people. Resolve small coordination needs and route deeper discussion outside the timebox. ## Procedure 1. Confirm the team's goal, current work board, timebox, facilitator, and participation needs. 2. Start from blocked and aging work, deadlines, incidents, and cross-owner dependencies. 3. For each material item, ask what changed, what evidence exists, what is blocked, and what coordination is needed today. 4. Update the system of record during the conversation instead of creating a competing status list. 5. Make small sequencing or ownership decisions within the team's authority. 6. Assign deeper topics to named participants with a follow-up time and desired outcome. 7. End by reading back new blockers, decisions, owners, and near-term risks. 8. Periodically test whether the standup improves flow; change or stop it when it does not. ## Failure plan - Do not use speaking order or airtime as a performance score. - Never pressure people to disclose private health, family, or personal reasons for absence or reduced capacity. - If the board is stale, repair it rather than accepting verbal status as the permanent record. - Escalate urgent safety, security, privacy, or operational incidents through their dedicated process. ## Done - The work board reflects current state, blockers, owners, and immediate decisions - Every follow-up has a purpose, participants, and time - The standup finishes within its timebox and repeated value is checked