People scenarios, delivery judgement, hiring calibration, and retained technical credibility across a mixed loop.
Say yes if it is true, give a stage and a rough timeline without naming companies, and use it to set a decision date rather than to imply a bidding war. Inventing a process you do not have is the one answer that can end badly.
Change what the meeting is about rather than how it is run: inspect the board against the Sprint Goal instead of polling individuals, stop being the person addressed, and push detail into a follow-on conversation. If the Sprint has no real goal, no format will save the event.
Give the reasons in one pass so the pattern looks like a sequence of decisions rather than a habit, then name what you have changed about how you choose a role. The answer that works is a filter you can state, not a promise to stay.
Split vertically, so each slice goes end to end and delivers something demonstrable, using patterns such as workflow steps, business-rule variations, happy path first, and data or interface variants. Splitting by layer or by half a Sprint is not splitting - it produces work that cannot be reviewed or shipped.
Answer no, and give the non-money reason you are leaving as the evidence. If a real counteroffer arrives later, judge it against what your employer did before you threatened to leave, not against the number on the paper.
Ask for the deadline and the reason in writing, then request a specific short extension while telling the other process you have an offer with a date. A deadline with no reason behind it is a negotiating tactic, and it is also information about the employer.