In a previous role, I worked with a Scrum team that initially struggled with siloed expertise and dependency on specific individuals for certain tasks. To address this, I implemented several coaching strategies:

1. Encouraging Cross-Training: I facilitated knowledge-sharing sessions where team members could teach each other new skills or technologies relevant to their work. This helped broaden their skill sets and reduce dependencies on individual experts.

2. Promoting Self-Organization: During Sprint Planning and Daily Scrums, I gradually shifted the responsibility for Sprint progress discussion from myself to the team. I encouraged team members to volunteer for tasks based on their interests and expertise, fostering a sense of ownership and accountability.

3. Facilitating Collaboration: I organized regular collaboration sessions, such as pair programming or mob programming, where team members worked together on challenging tasks. This promoted collective problem-solving and cross-functional collaboration, breaking down silos and enhancing team cohesion.

4. Empowering Decision-Making: I empowered the team to make decisions autonomously within their areas of responsibility. I encouraged management to allow them to experiment with different approaches and solutions, while they providing guidance and support as needed but allowing them the freedom to learn from their experiences.

As a result of these coaching efforts, I observed significant improvements in the team's self-management and cross-functionality. Team members became more proactive in seeking out opportunities to learn from each other, collaborate effectively, and take ownership of their work.