Your daily scrum has turned into fifteen people reporting status to you. How do you fix it?

What the event is for, precisely

The daily scrum exists so the Developers can inspect progress towards the Sprint Goal and adapt the Sprint Backlog for the next day's work. It is theirs; the Scrum Master ensures it happens but does not need to be in it. Notice what is absent from that description: there is no requirement to hear from every person, no requirement to account for yesterday, and since the 2020 Guide the three questions are not prescribed at all. They survive as a habit, and the habit is most of your problem.

Status reporting is what the event decays into when the implicit question becomes "is everyone busy" rather than "will we meet the goal, and what is in the way". Those produce different meetings. The first is fifteen serial monologues that nobody listens to except while waiting their turn. The second is a short argument about two or three items that are stuck.

Diagnose the audience before the format

Ask who people think they are talking to. If a delivery manager, a line manager or you-as-authority is present and taking notes, the meeting is a performance review held daily, and no facilitation trick will change that while the audience remains. People will describe effort rather than admit a blocker, because admitting a blocker in front of the person who writes your appraisal is expensive.

The second question is arithmetic, and it is the one candidates skip because the number is in the premise rather than in the complaint. Fifteen is not a Scrum Team. The 2020 Guide puts a Scrum Team at ten or fewer, and fifteen updates cannot fit fifteen minutes even if every one of them deserves to be heard, so the event is a status report by construction: there is no single body of work fifteen people are all inspecting, and a person hearing nothing relevant to them for fourteen minutes will reasonably treat their own minute as a report. Ask whether this is one team or three. If it is three, the intervention is to split it and hold three daily scrums, and every facilitation change below is cosmetic until you have.

The third question is whether the Sprint has a goal anyone can state. A Sprint that is a shopping list of unrelated items gives the Developers nothing to inspect progress against, so the only available topic is individual activity. That is a Sprint Planning failure showing up in a different meeting.

The changes that work

Walk the board, not the room. Start from the item nearest done and work backwards, and talk about items rather than people; ownership emerges from the item. This single change removes the turn-taking dynamic, surfaces work in progress that nobody had mentioned for three days, and naturally biases the conversation towards finishing rather than starting.

Then reduce your own presence. Stop asking the questions, stop standing at the front, and stop being the person people look at when they speak. Rotating facilitation among the Developers does this faster than announcing that you will be quieter.

Finally, protect the fifteen minutes by having somewhere for detail to go. "Take it to the after-party" only works if the after-party reliably happens immediately afterwards with the two people who need it.

The difference is audible in the opening line:

Status-report phrasing	Goal-oriented phrasing
"Priya, what did you do yesterday?"	"The checkout item is in review since Tuesday — what is holding it?"
"Any blockers?" answered with silence	"Which of these three will not land this Sprint if nothing changes?"
"I'll be continuing on the same ticket."	"This needs a second pair of eyes to finish today. Who is free?"

When the format is not the problem

An adequate answer redesigns the meeting. A strong answer recognises that a status-report daily scrum is usually a symptom of something with a longer half-life: no Sprint Goal, a manager in the room, work assigned to individuals at planning so there is no shared problem to discuss, or a team that is really six people doing six unrelated things and has no reason to coordinate daily. Redesigning the format when the cause is assignment-by-individual will produce a politer version of the same meeting within a fortnight.

That last case deserves saying out loud in an interview, because it is where genuine judgement shows: if the team truly has no interdependent work, the useful intervention is to fix how work is planned and sliced, and it is legitimate to ask whether a daily meeting is earning its cost in the meantime.