How often do we as agilists share our own personal growth stories with others, the times when things fail despite our best efforts, and sometimes perhaps in part because of those very efforts?
Rather than leaders being at the top of the hierarchy, or even a column holding up the roof, they are a foundation, driven by principles which are all in service of everything above it. Principles such as humility, deep respect for others, and an unabating desire for continuous improvement. For a person to truly be a leader they must not see themselves as such — they must be driven with an intense desire to serve.
There is such a thing as adhering too much to the guide. You may think that implementing, to the letter, the words of wisdom put forth by the creators of Scrum would be a good thing - but it’s not. Scrum is a framework that is barely sufficient and, in their own words, “empirical”. You must iteratively adapt your processes as you go forward, or else you’ll always be stuck at Shu, your training wheels won’t come off for Ha, and you definitely won’t reach the transcendence of Ri.