A company is transitioning from predictive to agile. A project manager leads the first pilot with an inexperienced team now working remotely; during the second sprint team commitment decreases. As a servant leader, what should the project manager do?

As a servant leader, the project manager's primary role is to support and empower the team. Coaching team members to improve engagement and collaboration directly addresses the decreased commitment and supports their development in the new agile environment, especially given their inexperience and remote setup. Requesting an exception for on-site work might not be feasible or address the root cause of decreased commitment, which could be related to agile unfamiliarity or remote work challenges. Forcing daily standups for status collection goes against the spirit of agile self-organization and servant leadership, potentially decreasing morale further. While self-organization is a goal, an inexperienced team transitioning to agile, especially remotely, needs active support and coaching from the project manager to overcome initial hurdles, not abandonment.