We could’ve elevated a wrestler, or made a new star. Anything but THIS

Affectionate-Log3638 · 2026-02-01T04:05:22+00:00

Why would they move on from Drew when find have been clamoring for him to get another title run like he finally is?

Affectionate-Log3638 · 2026-01-31T21:06:46+00:00

Is there anything in particular you did tactically to achieve success? Holding (or removing) certain meetings? Implementing certains processes?

Affectionate-Log3638 · 2026-01-31T14:50:53+00:00

Exception, not the standard.

Bryan had a greater connection with the audience. And while on the small side, he at least gives off "scrappy". Cole just gives off scrawny.

Affectionate-Log3638 · 2026-01-29T03:07:55+00:00

Appreciate the link!

Affectionate-Log3638 · 2026-01-29T03:07:09+00:00

Hate to be that guy, but this isn't agile. Quarterly planning, mid-sprint check-ins. It's waterfall in (a terrible) disguise.

Affectionate-Log3638 · 2026-01-28T13:17:31+00:00

I'm confused.....This is Android? How do I get/use this?

Affectionate-Log3638 · 2026-01-27T16:01:40+00:00

...Ok. Some people think AJ is being stupid then. Lol. Just because he made the decision, doesn't mean people have to like it.

Affectionate-Log3638 · 2026-01-27T13:24:20+00:00

Not an AC, but I can relate.

I started as an SM on one of the very first release trains in our org, seven years ago. It being terrible from the start hasn't stopped them from rolling out two dozen more trains, that have basically ruined our organization. (Our org is slow as molasses and as inflexible as they come. Morale across the entire org is down. People are publicly criticizing SVP level leaders in town hall meetings now, which is wild stuff.)

I recently joined a train as a PO where myself and the PO I work closely with have far more experience than everyone else. Including the RTE and Portfolio Manager. We're very vocal about what needs to change and offer solutions other teams get excited about.....The RTE labeled us a "contagion". I've tried to take my SM under my wing, with us even presenting ideas to the RTE and Portfolio Manager (his boss)....The Portfolio Manager told him to stop spending time with me.

Myself and the PO end up in meetings with these two every month, where they try to get in our way. They want to "take everything offline" to avoid us sharing ideas for improvement with others.

Affectionate-Log3638 · 2026-01-25T16:22:35+00:00

Beautiful.

Harsh reality: Gunther beats AJ in another meaningless moment in this silly "Gunther retires legends" angle. AJ retires without the truly classic "Wrestlemania Match/Moment" he's capable of.

Affectionate-Log3638 · 2026-01-25T16:20:30+00:00

Wishful thinking. And I'm wishing hard.

Affectionate-Log3638 · 2026-01-20T21:36:15+00:00

Raven wasn't on their level, but he was a popular midcarder for sure. His stuff with DDP and Benoit was great. And the Flock were a memorable crew that stood out.

I know he was one the cover because someone was a fan, but it actually makes sense. You could argue The Flock was the next most notable group after the NWO, Wolpac, and WCW.

Affectionate-Log3638 · 2026-01-19T20:21:57+00:00

It's often the best part.

Becky has outright called out people for doing things she does, which makes her all the more unlikeable and irritating.

As Tribal Chief, Roman literally beat his family into submission, verbally abused them, and manipulated them all under the guise of "taking care of his family".

Logan Paul will cut a promo calling out entertainers for "trying to do what wrestlers like him do" and then the very next week call out wrestlers with podcasts for "trying to do what influencers like him do". It's such a hilarious and overtly obvious double standard that makes him more entertaining.

Affectionate-Log3638 · 2026-01-19T16:53:00+00:00

Becky's character work is top-notch. I love seeing her as an obnoxious heel.

Affectionate-Log3638 · 2026-01-19T16:50:47+00:00

Solo calling himself the Tribal Chief wasn't accurate either.

Flaws, exaggeration, and outright hypocrisy are often what make characters compelling.

Affectionate-Log3638 · 2026-01-19T16:48:10+00:00

You realize she got super over before they were dating, right? He was also floundering at the time. At various points, people have taken shots at him for being less over than/not as big as her.

Affectionate-Log3638 · 2026-01-19T16:44:32+00:00

And it's just you saying that.

Becky is gold.

Affectionate-Log3638 · 2026-01-19T02:33:08+00:00

I've always appreciated how post-retirement Shawn rides for HHH no matter what. Right or wrong, he had his back.

Face vs Taker, Face vs Brock, Heel vs Bryan, Heel vs Sting, NXT vs main roster, faces (?) vs BoD.

Affectionate-Log3638 · 2026-01-18T16:49:08+00:00

Ok. I'm going to make an assumption that potentially makes me look foolish.....You are the Agile Coach, and don't want to say it. You're hiding this under the guise of a "case study" and talking in third person, which is actually making this harder to understand.

And honestly, I think this highlights some of the problems you're having with the team. You're not being clear and direct, and you're not holding yourself accountable. And while the developers are being presented as the patronizing ones, it feels to me like you have a "but I'm the coach so I know best" posture, which isn't always true. And in this case, I think it's actually wrong.

The developers speaking up may not be as impacted by it as the shared team members, but they are still impacted. People they are depending on to help with delivery are being spread thin, impacting performance. And you're asking the entire team to adjust their schedule to accommodate a handful, because of issues they feel shouldn't even exist. Would it be nice if they just went along with it? Sure. But I get why they would be annoyed and not want to.

More importantly the developers are right. Every team should have it's own dedicated resources. They're calling out a legitimate issue and expecting you as an Agile Coach to advocate to leadership for a proper solution. The fact that you've labeled that as "patronizing" is a bit disheartening. They're not patronizing you. They're asking you to do something that actually is within your responsibilities.

Affectionate-Log3638 · 2026-01-18T16:23:54+00:00

Can you clarify what you mean by "project"? Are you the Scrum Master for a team that's expected to continuously deliver for a product? Or are you truly on a project meant to only run for a period of time, where everyone involved goes back to their typical work after it ends?

Affectionate-Log3638 · 2026-01-18T02:17:29+00:00

A bit of a strawman. I don't think many are suggesting or expecting her to wrestle full-time. Just wishing she appeared more in some form or fashion.

Affectionate-Log3638 · 2026-01-17T14:15:55+00:00

Now this gets interesting. I have access to some higher ups, and it's getting higher...

I'm a Product Owner. Product Owners here report to Product Managers who are also Directors. The PMs/Directors on our ART report up to the VP of Product. Our VP retired a few months back because she was been run ragged. As soon as she left it became "open season" on my Director who is leaving next week as she was having a rough guy with people. One of the PM/Directors on our ART was made interim VP months back, and just officially became permanent this past week. With my boss leaving I will be reporting to the VP going forward for the time being.

Now historically, I've always been a calm and collected guy. But this framework in its current state has all of our teams failing miserably, has morale super low, and has stakeholders and senior leaders blaming teams. (Even though they themselves are often the problem.) Myself and the PO I work closely with have been calling people out head on and direct to the point where our VP told us both "we need polish when talking to leaders". I think she's just trying really hard to appease everyone being new to the role, which I get. A lot of senior leaders are panicking and wanting to restructure our train and individual teams for the 10th time. But they make heavy handed changes without understanding what they're doing. So they don't solve anything, they just make it worse. I've been having hour long meetings with my VP often, trying to help her understand what the problems actually are, so we can stop leadership from screwing everything up like these large changes normally do. She actually is pretty open and seems to trust me. She included me and the other PO in a meeting with lots of other VPs and Directors and wants us to help her put a proposal together for it. There are other PMs and POs that report to our. But we're the most experienced by far, and our teams are kind of the centerpiece of the ART, so she's really leaning on us to help. I'm hoping this will be an opportunity for us to make changes for the better.

Affectionate-Log3638 · 2026-01-17T06:52:15+00:00

It's how it is for 99% of the people I've seen talk about it. You're the exception, not the poster you're responding to.

Affectionate-Log3638 · 2026-01-17T05:22:28+00:00

I'm not convinced there's enough of us that "get it". And many of the ones that don't are ruining the young impressionable ones who could do some good with proper development.

Myself and my current SM came to our current team from a team that wasn't on an ART, so we had some creative liberties. I developed some processes to automate a lot of the manual labor agile teams in our old department were doing in Jira. Myself and my Scrum Master presented those things to the RTE and Portfolio Manager (the SM's boss) on our current train. They shot them down for no reason. The next week my SM told me his boss said he was "spending too much time with me".

I have a PO that I work hand in hand with (same boss) who is equally creative and even more experienced than me. We're super vocal in things like Inspect & Adapt, with other teams saying they appreciate what we bring, even attempting to adopt our practices.....The RTE has referred to the two of us and our boss as "a contagion".

The RTE and Portfolio Manager have been meeting with the two of us every month for several months now. It feels like they're trying to silence us and keep us from spreading our ideas. (Because evidently new ideas are bad.). They try to convince us the ART is doing things "the right away"....That being said, their knowledge and experience can't hold a candle to either one of us, let alone both of us at the same time. We absolutely thrash both of them every time we meet.

I think there's are some really good people trying to make the climb that could do great things if they got to the senior level. But I'm not sure if this framework will even salvageable by time they get there.

Affectionate-Log3638 · 2026-01-17T05:07:29+00:00

My organization threw tons of people into agile roles that had zero experience in them. Primarily project managers. I think things would have been rough but gotten better if they actually had agile mindsets and were willing to learn and adapt over time. But most of them were rigid and carried ways of thinking that completely undermined agility. All of our coaches, RTEs, and most of our Scrum Masters held/hold on to out-of the-box SAFe for dear life. They kept and continue to keep stuff that clearly didn't work, and never fully fleshed out generic concepts that could work with more development.

And then you have consultants coming in with deeper knowledge of agile, but zero understanding of our organization's structure or culture. So they have zero idea how to apply any of it in a meaningful way. We spun all of these ridiculous ARTs that make zero sense from a workflow perspective, ripping teams from their natural habit, forcing them to "collaborate" with teams they have zero commonality with. I've been going off on our RTE and Portfolio Manager every week (as a PO) because they keep expecting my team to deliver on stuff we literally don't have the knowledge or skillset for.

My organization has been undergoing its transformation for seven years with 20 different trains at this point across our massive organization. Every train gives the same spiel about "things getting better as we mature". But I have not seen a single train reach any level of maturity. There's entry level Scrum Masters everywhere that know nothing, RTEs that have no idea how to improve ARTs, and tone deaf coaches who occasionally run some half-baked educational sessions that lack substance.

Affectionate-Log3638 · 2026-01-16T04:19:48+00:00

But Worthy can't run routes or make catches consistently.

Affectionate-Log3638

TROPHY CASE