If the team isn't relaying how their work is progressing towards the sprint goal, the daily scrum ends up turning into a status meaning, negating its intended purpose.

The daily scrum is a planning meeting. It's meant to help the team understand the big picture scoped to 1 sprint while helping each other achieve a shared commitment.

I've been on a variety of teams that do this differently. I once blew up when multiple people said that they were in [the scrum] meetings the day before; this is an example of saying things to account for your time, not to ensure the team is on the same page!

I personally try to correct from this problem by asking questions whenever work may relate to me, and being very familiar with the backlog to know how things will coordinate.

But also, I rant when people tell me about meetings without any conclusions for the team.

> I once blew up when multiple people said that they were in [the scrum] meetings the day before; this is an example of saying things to account for your time

Have you considered the possibility that your temperament or personality might be the reason that multiple people on your team feel they have to pre-emptively justify themselves to avoid angry criticism? A meeting where people have to stand in front of their peers and potentially admit their failings can be quite anxiety-inducing if team members can't be trusted to respond in a professional manner.

"blew up" and "rant" implied more than intended; The team reacted really positively to the feedback and adjusted accordingly; The team became really healthy at preemptively pairing and parallelizing work, but - to your point adding personalized fun to the standup.