Markus, you’ve been a scrum master for five years,
but you’ve been a dungeon master in role-playing
games for much longer. How did you get into role-playing
games, and how does it connect to your work today?

– It’s funny because role-playing games have been a massive part of my life for about 15 years now. I started playing in Sweden during “Gymnasiet” (High School) and became fascinated with the idea of collaborative storytelling. Essentially, that’s what role-playing games are—people sit around a table and create stories together. In these games, you’re not just a passive observer; you actively participate in shaping the narrative, working with randomness and strategy. That same principle carries over to my work as a scrum master. It’s all about engaging a team, bringing out the best in each individual, and guiding the group toward a common goal.

So, how do you relate role-playing games to the agile
methodology you use at HiQ?

– At its core, agile is about storytelling and collaboration, just like in role-playing games. One of the biggest parallels is how we handle group dynamics. When I first started gaming, everyone wanted to be the hero, the one who did it all. Over time, we learned that a good story isn’t about one person—it’s about how the whole group works together. In agile, the same is true. Each person brings their own skills and perspectives, and we have to weave those into a cohesive team effort.

One technique from role-playing games that I use in agile is called “Session Zero.” It’s the meeting where we set boundaries and expectations. Just like in role-playing games, where we discuss what kind of content or conflicts might make people uncomfortable, in agile we establish psychological safety from the start. We make sure everyone feels safe to contribute and set clear boundaries about how we’ll work together.

That sounds like an innovative approach! Can you give
an example of how this translates into daily work at HiQ?

– Absolutely! One simple but effective tool I’ve brought from RPGs into our work is something called the “X-Card.” In RPGs, the X-Card is a literal card on the table that anyone can raise if the game crosses a line for them—no questions asked. In agile meetings, I’ve applied a similar concept. If a discussion becomes overwhelming or someone feels lost, they can signal it, and we’ll take a step back. It’s about creating a safe space where everyone feels comfortable contributing. This simple gesture helps build trust, which is crucial for teamwork.

You’ve mentioned the importance of collaborative storytelling.
How do you foster that in an agile environment?

– In role-playing games, it’s not enough for just one person to tell the story—everyone needs to contribute to make the experience rich and meaningful. The same applies to product development or any agile project. It’s about bringing out the unique perspectives of every team member. People in these environments have different preferences—some are more analytical, others are more visionary. I make sure to switch the spotlight between team members, especially during backlog refinement. I’ll ask them to share how they see a user story or what they think might be missing. This approach gives everyone a chance to shine and ensures a more complete solution.

It’s clear that leadership plays a big role in your work.
How do you approach leadership in your teams?

– One of the most important lessons I’ve learned as a dungeon master is to be the team’s biggest fan. In role-playing games, you want to encourage players to think big, to try things that seem impossible. When someone says, “I want to climb that mountain,” you don’t shoot them down—you say, “Okay, how do we make that happen?” In my role as a scrum master, I take the same approach. I want to be a facilitator who empowers people to reach for the stars. Even if we discover later that the initial plan wasn’t perfect, starting with optimism and encouragement opens the door to creativity and problem-solving.

What key takeaways from role-playing games have
shaped your approach as a leader?

– There are three major things I’ve learned. First, establish trust from the beginning—set clear boundaries and create an environment where people feel safe to contribute. Second, build collaboratively—good stories, and good projects, are created by teams working together, using their individual strengths. And finally, be your team’s biggest fan—start with a mindset of “yes, we can,” and be impressed by what your team can achieve.

Agile leadership and role-playing games might seem like two very different worlds, but the principles are surprisingly similar. I believe agile leaders could be great role-players. I’d encourage anyone to try it, whether it’s dragons or spaceships—there’s so much to learn!