During sprint planning, your development team commits to 45 story points based on historical velocity. However, your product owner insists they must complete 60 story points this sprint because of a commitment made to a key stakeholder. The product owner argues that the team 'just needs to work harder' and threatens to escalate to senior management if the team doesn't comply. The team looks to you, the Scrum Master, for guidance. How should you respond?

You are coaching a newly formed agile team for a financial services project. Three team members have deep expertise in the legacy systems but no agile experience, while two members are experienced agile practitioners but new to the domain. During the first sprint, you notice the legacy experts are reluctant to break work into small increments and prefer to complete entire features before showing anything. The agile practitioners are frustrated by this approach. The team is struggling to complete even simple stories. How should you address this?

You are leading an agile project with a newly formed team. During the first two sprints, you notice that one team member, Sarah, consistently remains quiet during daily stand-ups and retrospectives. When she does speak, her contributions are valuable, but she appears uncomfortable in group settings. Other team members have started making decisions without her input. The team's velocity is acceptable, but you sense Sarah's potential is not being fully utilized. What should you do first to address this situation?