That is why journaling as a routine to write down what's on your mind is an effective practice. It has become popular amongst leaders like it was the custom of Marcus Aurelius

For example understanding what is in your control and what is not. = Stoicism and the dichotomy of control. Being angry about something that is beyond your control is not rational and such not living in agreement with our human nature

Interoception → Lisa Feldman - Barrett.How emotions are made

Yes, and consider to learn some more emotional concepts, improve your emotional granularity so that you have more choice in defining what you are feeling. Angry might become bothered or annoyed. Less intense.

And something you can achieve by practising a morning or evening routine, to shape your default thinking,to build new concepts.

Precisely what ancient philosophers teach us and why they practiced "spiritual exercises" most famously the emperor-philosopher Marcus Aurelius as exemplified in his Meditations...

That islowercase stoic. Uppercase Stoicism is what supports emotional agility.

In a nutshell, Scrum requires a Scrum Master to foster an environment where:

A Product Owner orders the work for a complex problem into a Product Backlog. The Scrum Team turns a selection of the work into an Increment of value during a Sprint. The Scrum Team and its stakeholders inspect the results and adjust for the next Sprint. Repeat

https://www.scrum.org/resources/blog/scrum-guide-2020-update-self-mgt-replaces-self-organization

https://www.scrum.org/resources/blog/scrum-team-self-managing

This is the section in the Scrum Guide that defines the Scrum Master as Leader first. Servant later (below.) The explicit mentioning of accountable and true leaders emphasises the new focus on leadership in a Scrum Master.

Does this support the ongoing discussion between Scrum Masters and Line Managers?

Who’s responsible for coding standards? Who is holding the team accountable when they do not adhere to the DOD? What about quality standards? The role of the QA lead? Yes to all who answer: The Team. They are collectively accountable. What if team dysfunction that a SM can’t solve on his own disrupt performance and quality? He has got no disciplinary status/power, and should not, in order to not restrict his coaching attitude?

There is an article on scrum.org that states that servant leadership is still useful.

Further consider the self-managing / self-governing ideas https://www.scrum.org/resources/blog/scrum-team-self-managing This article enables each organisation to create shared understanding on how much power lies within the team.

Since the Scrum master is accountable for the effectiveness of Scrum, he must facilitate shared understanding and agreement within the team and within the teams organisation.

It’s a mutual effort of the whole Scrum Team to create the DOD. Stephanie describes that well in her article: https://www.scrum.org/resources/blog/2020-scrum-guide-definition-done-created-scrum-team

This emphasises that problems are to be solved not only during or after a decision in a retrospective, but during a sprint. However, achieving the Sprint Goal and meeting the DOD for each sprint backlog item still has priority over improvement work. Ach

The commitments described: https://www.scrum.org/resources/blog/scrum-guide-2020-update-commitments

https://www.scrum.org/resources/blog/scrum-guide-2020-update-self-mgt-replaces-self-organization

Consider reading this article from Steven Denning and see how different states of a team contribute to performance. Self-managing is topped by Self-Organising, where teams organise their own context, including team members (self-selection).

And:

Scrum is built upon by the collective intelligence of the people using it. Rather than provide people with detailed instructions, the rules of Scrum guide their relationships and interactions.

https://www.scrum.org/resources/blog/scrum-team-self-managing

A great article about this can be found here: https://www.scrum.org/resources/blog/scrum-guide-2020-update-role-accountabilities

A great article on how the DOD applies now to the Scrum Guide and the Scrum Team. The emphasis that the entire Scrum Team creates the DOD prevents from misunderstandings in the future, as I’ve personally witnessed in the past.

https://www.scrum.org/resources/blog/2020-scrum-guide-definition-done-created-scrum-team

How do Product Goal and Release Goal relate? Is the Product Goal the product vision and Release Goal is helping us to define relevant Sprint Goals to achieve the Release Goal?

Good reads about the Product Goal: https://www.scrum.org/resources/blog/scrum-guide-2020-update-introducing-product-goal

https://www.scrum.org/resources/blog/product-goal

Several articles on Scrum.org describe and discuss the 2020 changes: https://www.scrum.org/scrum-guide-2020

Things that have been removed:

• The prescriptive elements of the Sprint Review.
• The detailed outcomes defined in the purpose of the Sprint Retrospective.
• The improvements that will be implemented in the next Sprint from the Retrospective.
• Refinement usually consumes no more than 10% of the capacity of the team.
• How to monitor progress towards the goal in Product Backlog.
• The use of an organization’s “Definition of Done”.
• The three questions for the Daily Scrum.
• Meeting after the Daily Scrum for detailed discussions, replanning, etc

Source: https://www.scrum.org/resources/blog/scrum-guide-2020-update-what-has-been-removed

The importance of the Sprint Goal escalated again. This crucial bit of discussion during Sprint Planning empowers the team to make Yes/No decisions on work pulled into a sprint, not only during planning, but also during the sprint itself. It focuses the product owner and development team on delivering something valuable to be shown in the Sprint Review. (Start with the end in mind.)

While the SM worked closely with the Dev team to support them creating the DOD, with this new emphasis on entire Scrum Team the potentially odd moments of ownership and contribution from the SM/PO to the DOD are less likely to happen.

This is where the new Scrum Guide 2020 generates some leverage for Coached and the Testing Engineers (as part of DEV). Testing/Quality is everyone’s job on the Scrum Team. Including all DEV, PO and SM.

... which comes closer to Release Goals then?

It used to give me a good reason to point to the Scrum Guide when the team was annoyed by the number of refinement hours during a sprint.

With more experience, it becomes clear that the number of refinement hours spent should not depend on the Scrum Guide but on the readiness of work. A better measure, and this differs from team to team, is how many stories shall be ready at all times? One to three sprints worth of ready work? At least enough work should be ready before Sprint Planning, so that the actual sprint delivers done work (and not more refinement work, only.)

Refinement hours spent also depend on how predictable the work is on the Product Owner’s roadmap and if there is a need to do first iterations of refinement on future releases, months away to have a very high level estimate of effort.

Opinions?

Where and how does it place more emphasis on leadership? (need to explore!)

Leading what? Quality goals? Coding standards? Dysfunctional behaviour? → Role of the manager working with a scrum team, within a scrum team, managing people that are part of a scrum team.

Yes, and reduce WIP and get to done quick!

An important principle to follow. There's no universal recipe to follow in an Agile Transformation.