Unfortunately I was one of those bosses. I was not trained in the art of managing a team with asymmetric talents, so this paper read exactly how my team and I were acting. Eventually I figured out that each person on the team can shine if they're given independent projects that they themselves had spec'd out rather than having everyone tugging on the same rope and fighting over who is pulling the most. This is one of the unfortunate fallacies of the scrum teams that everyone is equally capable to take any story and the point size will be the for everyone, that just sets up the false expectation of everyone can do every story just as fast. I essentially dropped the everyone is a talented clone aspect of scrum and just let some people drive hard on their own project, and they delivered good stuff.
The manager also has to stop and applaud each accomplishment, make sure everyone's effort is recognized, it's easy to forget that in a busy environment.
The manager also has to stop and applaud each accomplishment, make sure everyone's effort is recognized, it's easy to forget that in a busy environment.