In SPaMCAST 642 Vasco Duarte made the startling statement that a Scrum Master will be your next CEO. Chapter 7 in Fixing Your Scrum, Practical Solutions to Common Scrum Problems, by Ryan Ripley and Todd Miller echoes the power of that statement by emphasizing the definition of a scrum master. As is the pattern of the book, after delivering context we dive into the antipatterns. You can easily find examples of all of the antipatterns in this chapter in the wild. This is a function of both the role and the business-societal norms. Business norms are hierarchical in nature whereas the Scrum Master, while a leader, exists outside of the standard corporate hierarchy. If you are in the hierarchy (or striving for the ladder), it is easy to brand the role as overhead or as competition to middle management. The two mindsets are at odds with each other which causes many of the anti-patterns noted in the chapter.
The first anti-pattern is the most important because it asks every Scrum Master to step back and consider their motivation and actions. “Help I am the impediment“ points out that if you think that the Scrum Master role is about you, you have made a mistake. The role is not about you. The Scrum Master is a servant leader whose role as the voice of the team process enables and empowers the team, not their own ambitions. Note: The reflection called for in this antipattern is echoed in the Agile Coaches Code of Ethical Behavior. Scrum Masters are a type of coach; the code requires all coaches to reflect on their behavior and to develop a network of mentors.
This “not about you” mindset is difficult. Interestingly I have known several Scrum Masters over the years with some level of divinity or ministerial training; these people have invariably been better at putting the team first. The authors state that the Scrum Master must live the scrum values, foster self-organization, being a servant leader all the while getting involved in helping the team move forward. As a coach and a trainer, it is important to point out that the role must help the team find a way to resolve problems rather than diving in and solving the problems for the team directly. I really like the question Todd and Ryan want every Scrum Master to ask themselves, “am I enabling, empowering, and serving you?“
The most common anti-pattern in the chapter that I run across is the Super Hero Scrum Master. Note, there are two basic kinds of behavioral antipatterns. The disengaged Scrum Masters or the Scrum Master that more of the drill sergeant. The Super Hero falls in the latter category, leading from in front rather than from behind. This is often a reflection of how organizations promote and pay employees. Heroes are venerated while those who quietly make stuff happen are overlooked.
A variant of the Super Hero Scrum Master is the Dreaded Scrum Lord (I really like the names of the anti-patterns in this chapter). I see this pattern when organizations tap the team lead or the first line manager as the Scrum Master. While I have seen individuals make this work for a time, adding the Scrum Master role to a manager with HR responsibility for the team is a trainwreck (I could use more colorful language). The potential conflicts of interest between the voice of management and the voice of the team is stark.
The Scrum Master is a role that needs to be played by an individual. They need to focus on enabling all of the moving parts of the team and helping to tackle blockers. All the while teaching the team to solve problems so that the team grows its capabilities.
One final word of wisdom. Avoid being the scrum administrator. If your job is narrowed to setting up events and updating metrics and tools I would suggest re-reading this chapter and trying some (or all) of the exercise in the chapter (feel free to call an advisor or mentor). The Scrum Master role delivers maximum value when it is an active role, not a passive role.
If you have not bought your copy — what are you waiting for? Fixing Your Scrum: Practical Solutions to Common Scrum Problems.
Previous Installments
Week 1: Re-read Logistics and Front Matter – https://bit.ly/3mgz9P6
Week 2: A Brief Introduction To Scrum, and Why Scrum Goes Bad – https://bit.ly/37w4Dv9
Week 3: Breaking Bad Scrum with a Value-Driven Approach – http://bit.ly/3stGc9Q
Week 4: The Product Owner – https://bit.ly/3qpKvSn
Week 5: The Product Backlog – http://bit.ly/3cAEk9c
Week 6: The Development Team – http://bit.ly/2OLVAAs
