Scrum Master: Become a True Leader for Your Team & Organization | Will Jeffrey | Skillshare

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Scrum Master: Become a True Leader for Your Team & Organization

teacher avatar Will Jeffrey, Professional Agile Trainer

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Taught by industry leaders & working professionals
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Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

17 Lessons (1h 25m)
    • 1. Welcome

    • 2. Understanding Scrum Master Stances

    • 3. Misunderstood Stances of Scrum Masters

    • 4. The 8 Stances of Great Scrum Masters

    • 5. A True Leader to Make Systemic Changes

    • 6. A Coach to Unlock Potentials

    • 7. A Facilitator to Promote Collaboration

    • 8. A Teacher to Spread the Agile Mindset

    • 9. A Mentor to Leverage Skils

    • 10. A Manager to Optimize the Value

    • 11. An Impediment Remover to Unblock Progress

    • 12. A Change Agent to Transform the Culture

    • 13. Recap on Stances

    • 14. The 3 Levels of a Scrum Master

    • 15. Matching Stances to Team Phases

    • 16. The True “Inside Out” Change Leaders

    • 17. Wrapping Up

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About This Class

"Scrum Masters are true leaders who serve the Scrum Team and the larger organization." (Scrum Guide 2020)

Based on the maturity of the team and the fact that every team has different needs, Agile leaders & Scrum Masters will apply certain stances more frequently than others. Although all of them are useful at every team development stage, Agile leaders & Scrum Masters should focus on the stance that helps them reach their current aim and supports the ultimate goals of enhancing self-management and implementing change.

The intent of this course is to provide you with sufficient knowledge to improve in this area and, become a great Scrum Master.

You will learn what preferred stance to adopt, according to the situation, and according to the maturity of your team.

With this course, you are on your way to become a great situational Scrum Master!

Course Plan:

  • Misunderstood stances of Scrum Masters: To become a great Scrum Master, you need to know what is really expecting from you. This part describes some of the roles that are not really covered in the Scrum guide.
  • The 8 stances of great Scrum Masters: A great Scrum Master is aware of the 8 expected stances, and knows when and how to apply them, depending on situation and context. Here is the detailed content:
    • What true-leadership is about, the connection with the Agile manifesto and how the Scrum Master acts as a true-leader.
    • What coaching is about, and share the three perspective as Scrum Master can use when acting as a coach.
    • What is a facilitator, the misunderstanding and the characteristics of a great facilitator.
    • What teaching is about, the theoretical viewpoint, and some practical examples of what a Scrum Master should teach.
    • What is a mentor, coaching versus mentoring, and the Shu-Ha-Ri way of thinking
    • What is the difference between management and the manager, horizontal and vertical management, and the responsibilities of the Scrum Master as a manage.
    • What are the most common definitions and examples of an impediment, the Scrum Master as an impediment remover and tactics to deal with impediments.
    • What are the most common definitions, the characteristics of a Scrum-friendly culture, and the Scrum Master as a Change Agent.
  • Navigating as a true leader among the 3 levels which are the Scrum team, the relationships surrounding the team and, the entire system.
  • Matching Scrum Master stances to team phases: Teams have different phases, and for each of them, a great Scrum Master needs to know which right stances to adopt.
  • Enabling change from the inside out. Being part of a Scrum Team, the Scrum Master knows precisely what needs to be changed and more important why change is necessary.


  • This training is for advanced Scrum Master with some experience and need to take the next step in learning, scaling, and dealing with resistance, in order to become true experts

Learning Path:


  • Scrum Mastery: From Good to Great Servant Leadership - Geoff Watts
  • The 8 Stances of a Scrum Master - Barry Overeem 
  • Elastic Leadership: Growing self-organizing teams - Roy Osherove
  • Scrum Shortcuts without Cutting Corners: Agile Tactics, Tools & Tips - Ilan Goldstein
  • Coaching Agile Teams - Lisa Adkins

Meet Your Teacher

Teacher Profile Image

Will Jeffrey

Professional Agile Trainer


Will has over 20 years of Software Development experience with his last 15 years in the role as Project Manager, Scrum Master and Agile Coach Master.

He managed or facilitated projects of different scale, project size from dozen man-days to hundred man-years.

He has trained & coached hundreds of professionals, including senior leaders in Fortune 500, startups, and entrepreneurial companies, to accelerate their impact and influence, and grow into their next-level of authentic and inspired leadership.

He now splits his time coaching executives, managers, as well as building up Scrum Masters, Product Owners, and Agile Coaches internally.


What Are Will's Core Skills

• Certified Scrum Master (10+ years running Web, Desktop & Mobile projec... See full profile

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1. Welcome: Hi everyone. My name is Will Jeffrey and welcome to my course. I had been a certified agile coach and professional Agile trainer for multi-discipline teams. I've been teaching that for more than 15 years, how to work smarter together. My workshops, Dr. ground up collaboration for much better and more integrated results. I'm happy to help you improve and do what you love. According to the Scrum Guide, scrum masters are true leaders who served the Scrum Team and the larger organization. And of course, seeks to further equip scrum masters to handle the inherent challenges and diverse tasks pertaining to the important Scrum master role. In this course, I start by describing some of the roles that are not really covered by the Scrum guide so that you clearly understand what is expected of you. Next. Walkthrough, the 80 central stances you need to master to become a great scrum master. That I teach you how to navigate as a true leader between these three levels, team, the relationships surrounding the team at the system as a whole. Then I explain this different phases a team can have and which Scrum Masters stances are relevant for each of them. Finally, I described how to ignite the necessary organizational changes by influencing the system from the inside out. With this course, you are on your way to become a great situational Scrum Master. 2. Understanding Scrum Master Stances: It goes without saying that the Scrum framework has become an essential part of projects encompassing agile methodology. With some teams adopting a pure Scrum approach, while others using hybrid Agile approaches. A combination of the Scrum with Kanban, several companies and clients are reaping the benefits of Scrum methodology. The success of a Scrum team largely depends on the ability and experience of a Scrum master. He is responsible for the correct implementation of the Scrum framework. By encouraging the team to follow the Scrum values, principles, and rules, a collaborative culture is maintained. Apart from ensuring the team understands the Scrum framework, he uses the potential of Scrum, allowing the team to make changes and self-organized itself. Some of the important qualities and responsibilities of a scrum master are given below. Have a comprehensive understanding of the software delivery processes of the organization. Be able to build and maintain good work relationships with team members and all stake holders. Provide a central training and professional coaching required to build a strong Agile team. Ensure the involvement of team members with setting up processes and implementing the Scrum values and rules. Encourage ownership and knowledge sharing. Interpret Agile concepts and methods to the team ineffective ways. Communicate properly across all channels. Create transparency by providing information via the product and sprint backlog. Daily scrum reviews and a visible workspace, et cetera, hold meetings with product owners to ensure smooth development and deliveries, removal of all impediments to progress. The Scrum Master wears many hats including true leader, facilitator, coach, teacher, mentor, manager, impediment, remover, and change agent. A great scrum master is able to switch between these roles fluidly, depending on the current situation and the needs of the people involved. Before detailing these hats or stances. Let's see some misunderstanding about his role. 3. Misunderstood Stances of Scrum Masters: All too often the Scrum master role is misunderstood. Some expect him to assume a role that is not really provided for in the Scrum guide. A scribe taking notes during scrum events, writing down the entire sprint plan or a daily plan, refinement discussions and retrospective commitments. I've actually experienced a customer that expected the scrum master to act as a scribe for four hours per week. A secretary, planning all the Scrum events in everyone's agenda, responsible for keeping the team schedule with holidays and days off up to date. The coffee clerk. There's nothing wrong with getting coffee for your team members. This is very collegial. But if your main purpose during the day is providing the team with coffee and you're missing the point of being a scrum master. The Scrum police rigorously following the rules of Scrum without any empathy for the team's current situation and context. If you're not acting according to the scrum guide, you're doing it wrong, period. The team boss, the so-called servant leader. But actually just the boss of the team. The boss who hires and fires. The boss who decides if someone deserves a salary increase. The admin, you need a change in JIRA, TFS or any other tool. The scrum master is your friend. He or she knows every workflow by heart. The chairman, every morning the team provides a status update to the chairman of the Daily Scrum. This offers the scrum master the necessary information to write the daily status report to his or her superiors. A superhero, It's a bird, It's a plane. It's the Super Scrum master solving all your impediments. Before it actually was an impediment. The hero is addicted to the adrenalin of solving problems. It's not about the team, it's about increasing his status as a hero. These misunderstandings are good example how easy it is to get wrong with a Scrum master role. 4. The 8 Stances of Great Scrum Masters: The role of a scrum master is one of many stances and diversity. A great scrum master is aware of them and knows when and how to apply them. Depending on situation and context. Everything with a purpose of helping people understand and apply the Scrum Framework better. A great Scrum Master needs to adopt different stances regarding the situation. He acts as a true leader whose focuses on the needs of the team members and the people they provide value to with a goal of achieving results in line with the organizations values, principles, and business objectives. As, as a facilitator. By setting the stage and providing clear boundaries in which the team can collaborate. He acts as a coach, Coaching the individual with a focus on mindset and behavior. That team in continuous improvement and the organization in truly collaborating with the scrum team. He acts as a manager responsible for managing impediments, eliminate waste, managing the process, managing the team's health, managing the boundaries of self-organization and managing the culture. He acts as a mentor that transfer agile knowledge and experience to the team. He acts as a teacher to ensure Scrum and other relevant methods are understood and enacted. He acts as an impediment remover, solving, blocking issues to the team's progress, taking into account the self-organizing capabilities of the scrum team. He acts as a change agent to enable a culture in which Scrum teams can flourish. Based on the maturity of the team and the fact that every team has different needs. The scrum master will apply these stanzas more frequently than others. Although all of them are useful at every team development stage, Scrum Master should focus on the stance that helps them reach their current aim and supports the ultimate goal of enhancing self-organization. While describing these stances in the following sections, I'll give you a few examples from real situations of how useful the Scrum Master can be. 5. A True Leader to Make Systemic Changes : True leadership is fully in line with the Scrum values of courage, openness, respect, focus, and commitment. It's the backbone of the Scrum master role and therefore the most obvious one to describe first, in this part, I'll describe what true leadership is about. The connection with the Agile Manifesto and how the Scrum Master acts as a true leader. Let's begin with a real life example. The team is at the beginning of the Agile and Scrum transformation when usually the biggest challenge is to understand and apply cross functionality. One day that team member expresses her frustration in rather a strange way. But that's what people under stress to you right? At the stand up, she says, I have no work in the Sprint. So I didn't do anything yesterday. And I'm not going to do anything today either. No impediments. He might be angry about her. Other team members might be inclined to left. But the only thing you heard was the voice of the system saying, there's something wrong, help us. And if you suppress your anger and display curiosity instead, you might find out that that voice is just a symptom of a deeper root cause that in this particular case, could be that they are a group of individuals who work according to their specializations and who mostly don't understand backlog items. And so they are completely lost. They have tried to communicate that they can't imagine how Scrum would work for them 1000 times already, but no one listened to them. So they are partially right. Scrum is not for them now. They would have to change the way they work in order to make it work. And that's exactly what the Scrum Master has to do. Understand those signals and help the system to realize they are the only ones who can fix it. In this case, it's about explaining not only what they should do, but why they should do it, and guiding them through the whole process of change. The scrum master is leading the team through healthy conflict and debate. True leadership is a philosophy and a set of practices that enrich the lives of individuals to build better organizations and ultimately create a more just and carrying world. It's a transformational approach to life and work that has the potential for creating positive change throughout our society. True leadership focuses on collaboration, trust, Empathy, and the usage of Power ethically. True leadership is about serving others, not yourself, about leading by title. Leadership that endures. Helping people develop and performance highly as possible. Selfless management of team members. Promoting genuine team ownership. Harnessing the collective power of a team. A true leader is also a servant leader. Robert K. Greenleaf, the originator of the term servant leadership, describes a servant leader as a servant leader is servant first. It begins with a natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead. The best test is, do those sort of grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants. And what is the effect on the least privileged in society? Will they benefit or at least not be further deprived? The servant leaders objective is to enhance and increase teamwork and personal involvement. They create a participated environment, empowering employees by sharing power and decision-making. A servant leader focuses on building a foundation of trust, stimulates empowerment and transparency, encourages collaborative engagements. Is an unblock or an empathetic person able to truly listen, shows ethical and caring behavior. Putting others needs first is humbled, knowledgeable, positive, social, and situationally aware. The characteristics of true leadership can also be found within the Agile Manifesto. The values, individuals and interactions over processes and tools in customer collaboration over contract negotiation clearly emphasize the focus on collaborative engagements, serving others, the team members, and not yourself. And boosting team performance by supporting individual growth. Principles of the Agile Manifesto that also characterized servant leadership are build projects around motivated individuals, give them the environment and support they need and trust them to get the job done. Business people and developers must work together daily throughout the project. The scrum guide describes the Scrum Master as the servant leader for the scrum team. A scrum master is not master of the team, but a master at encouraging, enabling, and energizing people to gel as a team and realize their full potential. A scrum master is a servant leader whose focuses on the needs of the team members and those they serve the customer with a goal of achieving results in line with the organization's values, principles, and business objectives. The ScrumMaster leads by example, by respect and by the ability to influence the organization for the scrum team and its effectiveness. The Scrum Master should also lead by values, by courage and commitment, but also by stubbornness. Stubborn by having strong beliefs and the intention to change the organization. As a true leader, the scrum master is responsible for setting up Scrum as a servant process, not a commanding process. Guiding the scrum team towards self-organization. Leading the team through healthy conflict and debate, teaching, coaching and mentoring the organization and team and adopting and using Scrum. Shielding the team from disturbance and external threats. Helping the team make visible, remove and prevent impediments. Encouraging, supporting, and enabling the team to reach their full potential and abilities. Creating transparency by radiating information via, for example, the product backlog and sprint backlog. Daily scrum reviews and a visible workspace. Ensuring a collaborative culture exists within a team. True leadership proves to be the backbone of the Scrum master role. It's philosophy and practices, increased teamwork and create an environment in which individual growth can flourish and endure. As a true leader, the Scrum Master can help the team act upon the Scrum values of courage, openness, respect, focus, and commitment, and realize their full potential. 6. A Coach to Unlock Potentials: The scrum master is often considered a coach for the team, helping the team do the best work they can to reach the sprint goal. I'll describe what coaching is about and share the three perspective as scrum master can use when acting as a coach. Let's begin with a real life example. The team has been working in a Scrum environment for a long time. They may not be a good scrum team, but they are fine with how they are. D-optimal approach to help them here would be coaching. Coaching techniques reveal opportunities for improvement to the team and also let the team members either problems first, if the Scrum Master starts with teaching and explaining, team will most likely not accepted and reply that as a self-organized team, it will decide how they work. The scrum master is not there to tell them what to do. In some cases they refuse to accept such as Scrum Master and she has to leave eventually. So what is coaching? Here is a definition. Coaching is unblocking a person's potential to maximize their own performance. It is helping people to learn rather than teach them. A scrum master can use habits to check if she or he is doing coaching in a way that chances of success will be the highest. These habits are lead by example. This means living by the values and principles they espouse, as well as applying the tools and techniques they know to themselves and to their work. Begin with the end in mind. A coach works backwards from the goal to figure out the most effective and efficient way of getting from a to B. Set a sustainable pace. A coach stays calm when others around them lose their heads. Think with your head and feel with your heart. A coach balances thinking and feeling. They apply logical thinking as well as empathy when solving problems. Pull, not push. A coach weights and is always ready when someone asks for help, a coach creates an offers learning opportunities instead of thrusting their ideas, advice, and views onto others. Talk less, listen more. A coach postpones judgment on what they hear and lets others talk while they listen with care. Flow like a stream. To describe the Scrum Master as a coach, three different perspectives can be used. The individual, the team, and the organization. Coaching the individual with the focus on mindset and behavior, the team in continuous improvement and the organization and truly collaborating with a Scrum teams. Take this quote by lisa atkins into account. Coaching is not about giving advice, but about supporting people to come up with their own solutions. If you ask the right questions, they always will. Let's start by answering this question. How to coach individuals? Explained the desired mindset and behavior. Help individuals see new perspectives and possibilities. Influence the individual team members to use Scrum well, help each person take the next step on his or her Agile journey. Now, let's see how to coach the team. Stimulate a mindset of continuous improvement, create a learning culture, support the team in problem solving and conflict resolution. Codes that team to develop to the point that members learn how to best learn from one another. Change the attitude, mindset and behavior that restrict the team from doing scrum Well. Coach the team in giving each other open and honest feedback. Let's see now how to coach the organization. Help the organization achieve astonishing results by delivering high-quality, valuable products. Coats the entire organization in doing product management with a focus on continuously adding business value, support and encourage collaboration and cooperation with the Scrum teams. This section contains the three perspectives you can use to describe the Scrum Master as a coach. Coaching the individual with a focus on mindset and behavior. Coaching the team in continuous improvement and coaching the organization in truly collaborating with a Scrum teams. 7. A Facilitator to Promote Collaboration: The Scrum Master serves as a facilitator to both the product owner and the developers. I'll describe the definition of a facilitator, the misunderstanding and the characteristics of a great facilitator. Let's start off with an example from a real situation. The team is quite good. They mostly self-organize. The Scrum Master remembers that her facilitation skills were unnecessary aspect of their success. That's how the Scrum Master improve their cooperation. That's how she made them efficient. Nonetheless, it's the right time to move on and change the approach. All Scrum Masters should do is step back and let the team run the meeting. Don't stay in the middle, don't start it, and don't indicate who's next. Just be there. Ready for facilitation with a lighter touch. Give them space and trust them. They will make it. If the discussion goes in the wrong direction. Facilitate them so they identify the problem and adjust accordingly. Note that you are not disappearing at this time. You are still present, carefully listening, aware of what's going on, and ready to help if needed. Let's answer this question. What does a facilitator? Someone who helps a group of people understand their common objectives and assist them to plan how to achieve these objectives. In doing so, the facilitator remains neutral, meaning he or she doesn't take a particular position in the discussion. Key elements of this definition and other available definitions, our help and enable others in achieving their objectives. The content-neutral, not taking sides, support everyone to do their best thinking and practices. Promote collaboration, and try to achieve synergy. Provide charismatic authority. Quite often, when I ask people to describe the Scrum Master as a facilitator, the only answer I get is that the Scrum Master facilitates the Scrum events. Sure. The scrum master is responsible for the Scrum process and should support the team in optimizing their process. The scrum events are an important part of the Scrum process. And although the scrum master is an obligated to attend to all the Scrum events personally, he should ensure that the sprint is used as a timebox during which a done, usable, and releasable increment is created. At the Daily Scrum is used for daily inspection of the team's progress toward the sprint goal. Sprint planning meeting is used as an event for the team to discuss, plan and agree on a forecast for the product backlog items they are confident they can complete in order to support the goals and strategy of the product owner. At the sprint review is used for a demonstration and inspection of the developed increment and adaptation of the product backlog of needed. At the sprint retrospective is used as an event during which the team inspects and adapts their practices and processes to improve key issues that are impeding the team's progress. The biggest misunderstanding is that facilitating the Scrum events is the only thing a Scrum Master should do as a facilitator. A great scrum master, however, understands that facilitation can be far more powerful. Given this context, facilitation encompasses far more than only hosting the Scrum events as described in the definition of a facilitator. This is someone who helps a group of people understand and achieve their objectives by promoting collaboration, optimizing the process, and creating synergy within the team. In his book, Scrum mastery, Jeff Watts describes facilitation as the underpinning skill and behavior of the Scrum Master. At all times, Scrum Masters our service to the goals of the team, the product owner, and the organization. And if those goals conflict, they think of the long-term implications and the message is, any compromise will send. A ScrumMaster should facilitate relationships, collaboration, and communication both within the team and the Teams environment. Facilitate the scrum process and the continuous improvement of the process. Facilitate the integration of the scrum team into the entire organization. Facilitate the Scrum events to be purposeful and effective. Facilitate the team in achieving their personal objectives. How facilitation within Scrum was really meant. Lisa atkins offers a good description in her book, coaching Agile teams. Scrum Master should facilitate by creating a container for the team to fill up with their ideas and innovations. The container often a set of agenda questions or some other lightweight and flexible structure gives the team just enough of a frame to stay on their purpose and promotes an environment for richer interaction. A place where fantastic ideas can be heard. The coach creates the container, the team creates the content. So a ScrumMaster should facilitate by setting the stage and providing clear boundaries. Helping the team reach its goals and objectives through well-designed and facilitated meetings. Asking powerful questions to provide new insights and perspectives. Listening to understand, instead of listening to act. Creating a strong team, instead of creating strong individuals. Helping things to happen, instead of making things happen. Knowing how to use light touch, facilitation. Every scrum event has a specific purpose. That answers the question, why did we do this meeting anyway? A great facilitator should ensure the goal of every event is clear, a lightweight structure is offered and the team achieves the purpose of the event. The earlier described goals of the scrum events are still relevant. But via great facilitation, the Scrum Master succeeds in getting more value out of every event. Let's see some characteristics of wealth facilitated Scrum events. The daily scrum contains an atmosphere where healthy peer pressure occurs on delivery, quality, commitment, and addressing impediments. The sprint planning is all about collaboration between the product owner and the developers and has a strong focus on delivering business value. All team members understand the work and jointly agreed to achieve the sprint goal. The sprint review is an energizing event in which the Scrum team, sponsors and stakeholders together inspect the Product, Increment and backlog, but also retrospect their collaboration and how this can be improved. They act as one team with the same purpose. There are no barriers between client and supplier. The Sprint Retrospective takes place in a safe atmosphere in which the elephant in the room is addressed, disgust and turned into actionable improvements that the team members agree upon realizing in the next sprint. Summarize, great facilitation is about serving the team without being there servant. Helping the team make decisions and reach consensus that sticks. Addressing difficult attitudes, dysfunctional behaviors and unproductive attitudes that keep meetings from achieving their outcomes. Being a keen observer, stepping back as soon as you can support their continuous self organization. Helping the team get quality interactions, knowing when to interrupt the team. Delivering questions and challenges. Mastering these facilitation skills requires time, practice, continuous introspection, and improvement. But taking the possible results of great facilitation into account, It's definitely worth the effort. 8. A Teacher to Spread the Agile Mindset: I'll describe in this section the definition of a teacher at the theoretical viewpoint and some practical examples of what a ScrumMaster should teach. Let's begin with a real life example. The team is at the beginning of the transformation that just passed from training, but they still don't understand what is really about. They complain that Scrum is not the right method for them. The right approach here is to explain all over again and repeatedly while you do Scrum, what you expect from such change, and how individual Scrum meetings and artefacts work together. In order to be successful team members have to understand the dynamics and principles behind Scrum. If the scrum master only facilitates, most likely this will not happen fast enough. If the scrum master coaches, the team will be lost as they haven't a clue how to improve their stand up. For example. What does a teacher? The most straightforward definition I've found is someone who helps others learn new things. Teaching is about imparting knowledge or skills and instructing someone as to how to do something. According to the scrum guide, the scrum master is responsible for ensuring Scrum is understood and enacted. Scrum masters do this by ensuring the scrum team adheres to Scrum theory, practices and rules that guide the team back to Agile practices and principles when they stray with teaching, the primary focus for the scrum master is the developers and product owner. But the Scrum Master should also ensure Scrum is understood by everyone else involved with the scrum team. So what could a Scrum Master teach? In the first week with a new team? I always bring the team back to the heart of Agile and Scrum. I learned them about the why and what of the agile mindset scrum framework, XP and Kanban. Although some team members might have quite a lot of agile experience, it's about getting on the same page, explaining the Agile Manifesto and emphasize that product development is based on assumptions. The customer knows what he wants, the developers know how to build it, and nothing will change along the way. In reality, the customer discovers what he wants, the developers discover how to build it, and things change along the way. Using Scrum can be compared with playing chess. You either play by the rules or you don't. Scrum and chest don't fail or succeed. They are either played or they're not. Those who play both games and keep practicing may become very good at playing the games. In the case of chess, they may become grandmasters. In the case of Scrum, they may become very good development organizations cherished by their customers, loved by their users, and feared by their competitors. Some teams start using Scrum, leaving out some of the parts of the framework. For example, doing a daily stand up twice a week, mixing up the different roles and skipping the retrospective. If the team thinks this is wise to do, is okay. But the Scrum Master should teach them the consequences and emphasize that they are not doing scrum. Nowadays, a lot of good practices have become strongly intertwined with the core of Scrum. Teaching the team the differences is useful. Examples of good practices are using story points during the daily scrum standing or using a burndown chart for tracking visual progress. All good practices, but not mandatory. Considering the core of Scrum, the team should be aware of the prerequisites of teamwork. What does it take to be a team? What does it mean to be a team? I sometimes ask the team to share some personal experiences they've had with the teams that had been part of what was the worst team and why? What was the best team? Why? A powerful exercise to create a shared identity is setting up a team manifesto. A team manifesto is a document that highlights behaviors that embody your shared team values and purpose. How you work together. What do you do and do not stand for? How you hold each other accountable to remain a united front. This is also the part where the product owner comes along. Probably the team was created with a purpose, for example, to build a new product. It's crucial to team knows and understands the vision the product owner has with his or her product. The team can only make the right decisions if they understand the purpose of the product. A clear vision basically acts as a lighthouse for the scrum team. Necessary in difficult times. The best architectures, requirements, and designs emerge from self-organizing teams. As stated by the Agile Manifesto. A self-organizing team is a group of motivated individuals who work together toward a goal, have the ability and authority to take decisions and readily adapt to changing the Vance. A Scrum Master as the promoter of Scrum and self-organization, should consider how to help a team work out their problems themselves and offer any tools, trainings, and insights on how to best do this. Ask the team to expect that the people around them will completely fulfill their role in accountabilities. Anything less is an impediment. Teach them how the three accountabilities complement and interact each other. The product owner wants to build the right thing. The developers want to build it, right? And the Scrum Master wants to build it fast. A great team knows how to balance these different interests. In Scrum. An impediment is anything that keeps the team from being productive. It's the job the scrum master to ensure impediments are being removed. The scrum master only helps removing impediments that exceed the self-organizing capabilities of the scrum team. Otherwise, it's not really an impediment, just a problem that team needs to fix by themselves. Transparency is one of the pillars of Scrum. It is crucial for inspection, adaptation and self-organization. Therefore, the need for visualizing progresses also obvious. Without it, self-correction is quite difficult to achieve. It is up to the scrum team to choose what to visualize and how. Visualizing the product and sprint backlog is a good practice. I definitely encourage other practices for visualizing progress or improved collaboration are burned down charts, setting up a board with impediments and improvements, showing the availability of the team members. Or creating a sprint calendar that shows all the events and meetings. The Scrum Master should teach the product owner how to create a product backlog, how to order it based on priority, risk and dependencies, and how to involve the entire team with managing the backlog. The Scrum framework can be quite disruptive for some organizations. It causes changes that some people might find difficult to cope with. Explaining the purpose of Scrum and the need for some changes is important to create mutual understanding and build a foundation that ensures that changes truly stick. Don't take it too seriously. Having fun helps to cope with difficult situations, strengthens collaboration and build a healthy team spirit. Therefore, ensure having fun is part of a team's daily routine. This section contains some examples of what a Scrum master could teach the scrum team and product owner and organization. The most important lesson I've learned is don't try to teach the team everything upfront. Give them the opportunity to fail and learn from their own mistakes. Remember, mistakes are the portals of discovery. 9. A Mentor to Leverage Skils: In this section, I'll describe the definition of a mentor coaching versus mentoring and the Shu Ha Ri way of thinking. Let's begin with an example from a real situation. The team is not willing to present the product. At Sprint review, you will hear voices from the system saying developers are not good at presentations. And the product owner should give the presentation because he is the one who decided that this functionality should be done. Before you start teaching team members how to make such a presentation or with irritation in your voice. Tell them they have to present because of the Scrum. Think about what you can do about it at the system level and what exactly the system is trying to say. Maybe they are not good at presenting or maybe the product owner is not part of the team. And as a consequence, they don't believe in the product. And they are partially right that there is a bigger picture as well. You just need to reveal it to the system so they can adjust accordingly. As a team. What does a mentor? The most straightforward definition I've found is, a mentor is a wise and trusted counselor or teacher. What is the difference between coaching and mentoring? Coaching is unlocking a person's potential to maximize their own performance. It is helping people to learn rather than teaching them. It is helping someone to see new perspectives and possibilities. For coaching. Being a subject matter expert isn't necessary. It may even be a pitfall for mentoring. However, having in-depth knowledge is important. Coaching Agile teams takes on the combination of coaching and mentoring. Your coaching to help someone reach for the next goal in their life. You are also sharing your Agile experiences and ideas as you mentor them, guiding them to use Agile well. In this way, coaching and mentoring are intertwined with each other. Combined, they provide a powerful combination. Mentoring transfers or agile knowledge and experience to the team. As that specific knowledge becomes relevant to what's happening with them. Each side coaching and mentoring is useful and can be powerful on its own. Together, they are a winning combination for helping people adopt agile and use it well. The context of Agile makes you a mentor. The focus on team performance makes you a coach. Both parts of the equation come together to make Agile come alive and bring it within their grasp. In the context of mentoring, the concept of Shu Ha Ri is also relevant to mention. Shu Ha Ri is a way of thinking about how you learn a technique. It describes the progression of training or learning. The name comes from the Japanese martial arts. Alister Coburn introduced it as a way of thinking about learning techniques and methodologies for software development. When learning something new, Everyone goes through these three stages. Ultimately, it should result in the student's surpassing the master mentor both in knowledge and skill. In this first stage, the student follows the teachings of the master precisely. The rules are followed until they are really understood. The scrum master will mostly act as a teacher. As a teacher, he shares knowledge or skills and instruct someone has how to do something. Examples are teaching the core of Scrum and explaining the purpose of the different roles, artifacts, and events. During the hostage. The students starts to reflect on the rules, looking for exceptions and breaking the rules. He understands and can use the basic practices and now starts to learn the underlying related principles. He also starts learning from other masters and integrates that learning into his practice. As a coach, the scrum master will offer the students steam new perspectives and possibilities. They will coach them taking the next step in their Agile journey. During the restage, the rules are forgotten as the student has developed mastery and grasp the essence and underlying principles. Student isn't learning from other people anymore, but from his own practice, he has become the new rule and the Agile context. The student truly understands all the principles and knows when to use a certain practice, given the context of the situation. As an advisor or mentor, the Scrum Master can act as a counselor and give advice whenever the student asked for it. As a scrum master, it's useful to be aware of the shoe Ha Ri stages. Every team member can be on a different level, and this will continuously change. Therefore, the Scrum Master should change his style as well from teaching to coaching to advising to match the team Shu Han every stage. The Scrum Master certainly is not always the appropriate mentor for every team member. As mentioned before, mentor has in depth knowledge and experience of a certain topic. It might be that another team member happens to be the ideal mentor or someone from outside the team. A great ScrumMaster has a keen eye for potential student mentor relationships and knows how to establish them all with the intention to build a great team and helped individuals flourish in their personal growth. 10. A Manager to Optimize the Value: In this section, I will describe the difference between management and the manager, horizontal and vertical management and the responsibilities of the Scrum master as a manager. Let's start off with an example from a real life situation. The team believes that self-management grants them unlimited power to decide anything on the planet. That isn't what is meant. The self-managed team in Scrum. Every self-managed team is self-managed. Only inside the given boundaries. Scrum boundaries are determined by the process, limited by Sprint goals, backlog, and delivering working product at the end. The Scrum Master does manage via the scrum process, is accountable for the way Scrum is understood and enacted. This requires management skills, traits, and insights. What does the manager? The most straightforward definition I've found as a manager is an individual who is in charge of a certain group of tasks or a certain subset of accompany. There is a difference between management and manager. Management is an activity. The manager is a role. Management as an activity will always be present within organizations. Otherwise, organizations will always have managers executing these activities. The difference with traditional organizations is the way management is done with an agile organizations. Management as an activity is done horizontal instead of the vertical approach traditional organizations use with specific management positions. Let's talk about organizations that apply vertical management. The purpose is making money for the shareholders. Have individuals compete for promotion. Managers assigned task, managers assess performance. Communication is top-down. On the other hand, horizontal management exists with the purpose of delighting their customers. Making money is the result, not the goal of the activities. It supports enabling over control stimulates innovation and focuses on horizontal communication. Organizations that embrace Agile apply horizontal management. Within these organizations, that teams manage themselves. They make their own decisions about their work and manage the execution. Team members have a strong drive to cooperate and know that unless all succeed in their part, none will succeed in the hole. The team shares a common purpose through release, sprint, and team goals. Keywords are trust, transparency, open communication, collaboration, ownership, learning, and collective commitment. When you compare horizontal management to a Scrum team, they can be viewed as a team full of managers. Scrum team manages their work, the product owner manages the product vision, roadmap, and return on investment. The scrum master managers, the process and impediments that exceeds the team's ability of self-organization. What is the Scrum Master as a manager responsible for removing impediments that limit the efficiency and progress of a Scrum team in areas that are beyond the reach of self-organization of a Scrum team. Support the team in optimizing their process. Facilitating teams. Keep the Scrum events to purposeful and effective. Ensure that people, teams in the organization realized the highest benefits from using Scrum. Create a trusting environment with quality interactions between the team members and support the team in achieving their personal objectives. A scrum master manages the boundaries that scrum provides to augment self-organization, timeboxing to limit risk focused efforts. Cross-functional collaboration, releasable results, validated learning, making room for failure, managing the cultural change necessary to give the teams the opportunity to flourish. As Jurgen Othello puts IT, management is too important to leave to the managers. Management is everyone's job. Management continues to be an important activity for organizations, and the role of the manager is still valid and valuable. However, a crucial indicator of management in agile organizations is the fact that it's done horizontal instead of the vertical management execution in traditional organizations. Horizontal organizations, teams manage themselves. In this environment, the Scrum Master can be considered the wise leader that engages people through organizational purpose and vision. By identifying wasteful activities, eliminating waste, removing impediments, and managing the maximization of Scrum. The Scrum Master optimizes the value of management to the organization. 11. An Impediment Remover to Unblock Progress: In this section, I will describe the most common definitions and examples of an impediment. The Scrum master as an impediment remover and tactics to deal with impediments. Let's begin with a real life example. The team is taking over responsibility, but they face loads of problems. The easiest way is to take over and remove those impediments for them. But wait. How does that approach lead to the goal of the Scrum Master building a self-managed team. It doesn't. So the Scrum Master has to take the slower and more painful approach for the sake of the team and coach them to realize they can handle most of the impediments by themselves. If the Scrum Master doesn't do this, she ends up as team Secretary very quickly. And the team becomes a low confidence group that always waits for someone else to fix things. Proper facilitation of meetings and discussion helps as well. What is an impediment? By doing a bit of research, I've found quite a few good definitions. An impediment in Scrum is a factor that blocks the scrum team in its creation of a valuable piece of software in a sprint or that restricts the team in achieving its intrinsic level of progress. Problems that go beyond the self-organization of the scrum team. An event that impedes any of the developers from working to their anticipated sprint capacity. Some nice quotes about impediments are a good scrum master creates an environment where raising impediments can occur. A great scrum master creates an environment where creativity can occur. A good scrum master will push for permission to remove impediments to team productivity. A great scrum master will be prepared to ask for forgiveness. Now that you've read the most common definitions of an impediment, you probably want some tangible examples. Therefore, you'll find some examples of possible impediments below. Dullness of team members, unforeseen and undesired changes in team composition. Issues with the tooling of the scrum team, scarcity of skills, lots of technical debt, problems with suppliers, unavailability of the product, owner, undesired pressure for management, conflict between team members, lots of unimportant meetings. The scrum team has to attend. Restrictions to the team environment and indecisive product owner. According to the scrum guide, one of the Scrum master services to the scrum team that's causing the removal of impediments to the scrum team's progress. As a true leader, the scrum master guides the scrum team towards self-organization and cross functionality. The Scrum Master encourages sorts, enables the team to reach their full potential and abilities. To achieve all this, the ScrumMaster should make conscious decisions about removing impediments. Questions to consider are is it really an impediment, or is it something the scrum team can resolve themselves? Do we actually need to remove this impediment? What is the real problem here? It is important to realize that the given examples of possible impediments do not have to be impediments. Something will only become an impediment when it exceeds the self-managing capabilities of the team. Let's practice. Try to determine if the following situations are impediments. A team experiences scarcity of skill. Is it an impediment or not? Scarcity of skills might be become an impediment. But trust the self-managing character of the scrum team to think of other options themselves. Maybe a team member is eager to learn the desired skills and sees this as a great opportunity. Let's see a second situation. A team has a conflict between two team members. Is it an impediment or not? A conflict between team members doesn't have to be an impediment. Let them have it intense discussion with each other. It is up to the scrum master to lead the team through healthy conflict and debate. Eventually, this will lead to an even stronger team. The scrum master should create an environment where the scrum team feels safe to raise impediments. Respecting the self-organizing capabilities of the team. The scrum master should encourage the team and trying to solve their own problems even better, preventing something to become an impediment at all. Removing impediments can be a challenge. Next, I'll shared some tactics and ideas that a Scrum master can consider facing impediments? Sure. One of the suggested Daily Scrum questions is, do I see any impediment that prevents me or the scrum team for meeting the sprint goal. However, that doesn't mean that the scrum team can only discuss impediments during the daily scrum. A clear sprint goal is a useful instrument to determine if something is truly an impediment. If something prevents the team from achieving the Sprint Goal, then it is definitely an impediment. A block affects only a single task, whereas an impediment acts like a parachute, slowing down overall progress. Quite often the scrum team can fix blocks themselves, whereas impediments need to be fixed by the Scrum Master. This can be a simple flip over where the impediments are visualized. Had some swimming lanes like to do in progress done, and the status is transparent for everyone. Of course, you could also add the impediments to the existing Scrum board, visualizing the status and increasing the transparency hereby is the most important. Keeping track of fixed impediments will provide great input for the sprint Review and Sprint Retrospective. Scrum Master should understand the organization's culture. He should understand how things are done in the organization. By choosing the right approach, difficult impediments can be tackled easier. Be prepared to ask for forgiveness afterwards when you need to take bold decisions to ensure the Scrum teams Productivity. Quite often impediments will be related to product management and collaboration with stakeholders and suppliers. The product owner is a key player on this area. Therefore, ensure a healthy relationship with a product owner. As you can see here, this might involve respect, trust, and support, honesty, responsible parenting, shared responsibility, economic partnership, fairness, and a non-threatening behavior. With impediments from masters need to resist the desire to fix it, solve it, and offer solutions. They should focus on the real problem, not the first problem. Ask questions to understand the situation. Check if it is really an impediment or a learning opportunity for the scrum team. Given the amount of available material, removing impediment is clearly an important part of the Scrum Masters roll. My main lesson learned is to respect the self-managing capabilities of the scrum team. Considering every minor issue, an impediment that needs to be resolved by the Scrum Master does not help the scrum team grow as a whole. It is about continuously finding the right balance between preventing or fighting a fire. 12. A Change Agent to Transform the Culture: In this section, I will describe the most common definitions, the characteristics of a scrum friendly culture and the Scrum Master as a change agent. Let's start off with an example from a real situation. Let's imagine that you've just joined a new scrum team as scrum master, they are supposed to be good given what the managers have said and the team members confirm this when you ask them. However, the system sends signals that suggest the opposite. There is no real discussion at the meetings. Retrospective lacks any deeper understanding and no improvements are coming from it. They don't complain, but they are not a great scrum team either. Such a scenario is actually quite common. You just need to be sensitive to the signals coming from the system. In this case, artificial harmony and the absence of deeper discussion and reflect this back to the team so they can realize what's happening and change. What does change agent? Some good definitions about a change agent are a person who helps an organization transform itself by focusing on organizational effectiveness and improvement and development. People who act as catalysts for change. Within the context of Scrum, Jeff Watts describes the role of the Scrum master as a change agent. As a good Scrum Master helps us scrum team survive in an organization's culture. A great ScrumMaster helps change the culture so scrubbed teams can thrive. The short answer to describe the characteristics of a scrub friendly culture is to refer to the Agile Manifesto. Although I acknowledge these values and principles as valid characteristics, I also consider a scrub friendly culture to be an environment that values team's success over individual success, stimulates team members to hold themselves and others accountable, promotes continuous improvement and experimentation. Appreciates everyone for their unique talents and skills. Values, behavior over achievements, puts the customer at the center of its operations. Considers the act of planning more useful than the actual plan. Supports stable team composition over a longer period to increase performance. Invites it inspires employees to get the most out of themselves. Thrives on self-discipline where trust and ownership is given to employees. Helps employees succeeded by giving support, trust and guidance. Replaces temporary comprehensive documentation with face-to-face communication. Values. Products instead of projects, delivers business value by small, co-located, cross-functional and self-organizing teams. To enable a culture in which Scrum teams can flourish. The ScrumMaster should act as a change agent. The Scrum Master helps creating an environment that allows the spirit of Scrum to thrive. The Scrum Guide defines this part of the Scrum master role as serving the organization in leading and coaching the organization in its Scrum adoption. Planning scrum implementations within the organization. Helping employees and stakeholders understand and enact Scrum and empirical product development. Causing change that increases the productivity of the scrum team. Working with other Scrum masters to increase the effectiveness of the application of Scrum and the organization. As a change agent. The truly great scrum masters become visible. These are scrum masters that know how to shift the status quo and help create a more suitable environment. They know when to be disruptive and when to be careful. They understand organizational changes can take a longer period of time. However, their willingness to change acts as a catalysis to drive the organization forward. Strength of Scrum is making bottlenecks and problems visible. Great scrum masters create support within the organization to truly resolve these dysfunctions. In a nutshell, a change agent does everything with the ultimate goal of creating a culture in which Scrum teams can thrive. 13. Recap on Stances: As mentioned before, the Scrum Master has the potential of being a valuable asset for every organization to optimize its contribution, the Scrum Master should act as a true leader whose focuses on the needs of the team members and those they serve the customer with a goal of achieving results in line with the organization's values, principles, and business objectives. Facilitator by setting the stage and providing clear boundaries in which the team can collaborate. Coach, Coaching the individual with a focus on mindset and behavior to team in continuous improvement and the organization truly collaborating with the scrum team manager responsible for managing impediments, eliminating waste, managing the process, managing the team's health, managing the boundaries of self-organization and managing the culture. Mentor that transfers agile knowledge and experience to the team. Teacher to ensure Scrum and other relevant methods are understood and enacted. Impediment remover, solving, blocking issues to the team's progress, taking into account the self-organizing capabilities of the Scrum Team. Change agent to enable a culture in which Scrum teams can flourish. I hope this section helped you create a better understanding of the Scrum master role. 14. The 3 Levels of a Scrum Master: The Scrum Guide offers a clear description of the services a scrum master provides to the team, product owner and the organization. Some examples of these services are coaching the Scrum Team and self-management and cross functionality, supporting the organization in its Scrum adoption, and helping the product owner finding techniques for effective product backlog management. In the book, the great scrum master, the authors design Ashoka uses the perspective of the three levels of a Scrum master. I consider this perspective complimentary to the description the Scrum Guide gives. Let's describe these three levels. Level 1. My team. At this level, the scrum master feels responsible for the Scrum team only. It's not uncommon. It happens to most new scrum masters who have passed some training course and started to apply Scrum theory. During the class, they are already struggling with questions such as, how can I make myself useful every day? The answer goes back to the goal of the scrum master. To build a self-managed scrum team and let them embrace Scrum values and the Agile mindset, which is a long-term activity, not a short-term task. Bearing this in mind, your first step would be to make yourself comfortable in the observation phase and suppress the urge to do something like removing impediments yourself or giving advice. In this first transformation stage, you would find yourself busy with a scrum teams resistance, lack of understanding, and absence of ownership, responsibility, and experience. When you have passed this phase, another question arises, what shall I do? And my team is finally self-organized. This makes perfect sense because at the beginning, scrum masters must spend more time teaching and explaining and maybe also removing impediments. But a certain point in time, such activities may not be necessary anymore. Facilitation of team discussions and meetings may not be as necessary either. For example, the stand-up meeting is simple enough that the team can run it independently without any Scrum Master activity. At this time, the scrum master is ready for the next levels where there's plenty of work to be done. Remember, the first level is good for the initial transformation phase, but it's just the start of your great scrum master journey. Level two, relationships. You feel good about your team, but it's time to move to the second level and focus on relationships. The first step is to create a coherent self confidence scrum team at integrates the product owner into the team and to create balanced relationships among the three Scrum accountabilities. When you are finished with that, your next step is to emphasize all the relationships and connections to the scrum team has with customers, users, product people, marketing support groups and other teams and line managers. In this effort, you are applying self-managing to everyone who's involved in building self-managed teams. With the people who work with you. This can include the implementation of a scaling scrum model or just focusing on the overall. Consequently, the Scrum Masters ability to explain Scrum at the scrum team level is a good background skill for this level. The crucial factor is your understanding and definition of Scrum as not only a set of meetings, roles, and artifacts, but also a culture philosophy and mindset. In this stage, you must see Scrum as an Empirical process that you can imagine as a playground. But certain boundaries around it and a few general rules for how to play. But the details of how to play are up to the team and will differ from one team to another. In this stage, more flexible virtual teams are built to take over ownership and responsibility for certain areas. Some of these teams solve problems or address issues and then fade. Some will remain active for a longer time. In this stage, you are making continuous improvement and perpetual adaptation of your cooperation and integral part of your environment. Remember, the Scrum Team is not the only team in an agile organization. And scrum is a mindset, culture and philosophy, not just a fixed set of practices. Level three, the entire system. Finally, the last level focuses on the organization or one of its parts as a whole system. At this level, you want to transform the world of work by guiding the organization to become prosperous and sustainable, to inspire people, and to create value for society. Level three moves the scrum master is focused to the entire system. Bringing the agile mindset and Scrum values to the company level. It helps an organization to change its approach to its employees, management and leadership style, product ownership and strategy. So it can be more flexible and welcoming of change. The new understanding and definition of Scrum is a way of living. It becomes a cultural philosophy according to which you can live. You realize that it's not only a way of working, but that you can apply these principles to your personal life. That doesn't mean doing family stand-ups, having a family backlog or anything like that. It's more about attitude principles and approaches. The scrum master at this level becomes an agile or enterprise coach who is helping the organization to become more efficient, contented, successful. Regardless of the situation, the ScrumMaster should be aware of the current status at all three levels, but his activity may vary depending on the circumstances. Note that unless the previous level is working well, you can't really jump to the next level. Remember, the scrum master works as an Agile and enterprise coach, improving the whole organization. Scrum and Agile are a way of life. First, fix the scrum team level and then improve relationships. Before you've focused on the system level. Make sure you still keep an eye on the lower level so they improve as time goes by it aligned with the top levels. Now you understand the three levels. Let's share some hints for great scrum masters. Observed before you decide which Scrum Master approach you are going to take. Remove impediments by helping the team to remove them. Facilitation is more than running a meeting, reading a book, or going to a facilitation class. Coaching is not about your experience, but rather the ability to ask good questions. Work at all three levels. Don't stay only at your scrum teams level. Agile and Scrum are the ways that great scrum masters work and live. By fulfilling the Scrum master role according to the aid preferred stanzas. You'll provide services to the developers, product owner, and organization. Also, you will grow your role towards the three levels of a scrum master, from my team to relationships towards the entire system. 15. Matching Stances to Team Phases: In this part, I'll explain the different phases a team can have and which Scrum Master stances are relevant for each of them. These phases, or how a scrum master decides which leadership type is required for the current team. The question which leadership type is right, should be asked on a daily basis. Because teams can flow in and out of these phases based on many factors. Whatever the team phase, the Scrum Master has to be ready to adopt three postures at anytime. A true leader, because servant leadership proves to be the backbone of the Scrum master role. An impediment remover. Because according to the Scrum Guide, it's an important part of the Scrum Masters role. And impediments may happen anytime. And a change agent because it's a continuous concern for the scrum master. In addition to these from masters have to adopt specific stances depending on their current team phase. Let's discuss it. Survival sounds dramatic and is as alarming as it sounds. It doesn't necessarily mean coffee stained carpets and a sleepless staff. I defined survival as your team not having enough time to learn in order to accomplish your goal as a Scrum Master, Coaching people to grow, you need to make time to learn in your main strategy or instinct during this phase is to get the team out of the survival phase by creating slack time. In order to get slack time, you'll most likely need to use a command and control style of leadership by adopting the manager stance. In a nutshell, the survival phase means no time to learn. Constantly putting out fires, late and over-committed. You can tell you're in the learning phase when your team has enough slack time to learn and experiment and you're using that slack time. Slack time can be used for learning new skills, removing technical debt, or better yet, doing both at the same time. Learning and gradually implementing test-driven development with people who have no experience enhancing or building a continuous integration cycle with people who have no experience enhancing test coverage. With people who have no experience learning about in refactoring code. With people who have no experience. In short, use slack time to do anything constructive and tack on a phrase with people who had no experience. At the end of the sentence. Your main goal as a scrum master in order to achieve your overall role of growing people is to grow the team, to be self-managing by teaching and challenging them to solve their own problems. In order to achieve that, you need to become more of a coaching leader with the occasional intervention of the controlling teacher. For those cases when you don't have enough slack time to learn from a specific mistake. In a nutshell, the learning phase means, and I've slack time. Slack time used for deliberate practice. Mistakes are allowed. Delegation. You can tell you are in the self-managing phase. If you can leave work for a few days without being afraid to turn off your cell phone and laptop. If you can do that, come back and find that things are going well, your team is in the unique position of solving their own problems without your help. Your goal and the self-managing phase is to keep things as they are by being a facilitator and keep a close eye on the team's ability to handle the current reality. When the team's dynamics change, you can determine which leadership style you need to use next. The self-managing phase is also a lot of fun because this is the phase where you have the most time to experiment and try different approaches, constraints, and team goals that will develop your team. This is the point where you have time to do the things that matter most. As an agile leader, you have a vision. If you're always keeping your head down, you can't look up and see if your team is going in the right direction. In a nutshell, the self-organizing phase means teamness, skilled or knows how to acquire skills independently. Leader is not required for productivity. Self-directed decision-making, internal ability to solve disputes. It's important that you recognize when your team needs a new type of leadership. And you'll have to keep a close eye on the teams made assets. Any event that can shift the balance of the following team assets can cause the team to have different needs from you as a Scrum Master. In addition to other needed stances. To become more of a mentor to help your team shifts. The team will be shifting from survival mode to learning mode. When you will be making slack time. Removing over commitment. Really estimating with slack time. The team will be shifting from learning mode to self-managing mode. When you will be teaching people to solve their own problems. The team will be shifting back to survival mode when Team requirements change or the company dynamics change. The role of the scrum master is to grow the people on their team. This growth is the overall campus through which the Scrum Master should navigate important decisions. To grow, the team must first have time to practice new skills and make mistakes. Slack time is necessary. The scrum master is always a true leader, an impediment remover, and a change agent, whatever is his team's mode. In survival mode, there's no time to learn. And the Scrum Master helps make time for the team by acting as a manager. In the learning mode, a leader coaches that team and teaches them to grow. And in the self-organization mode, leader acts more as a facilitator, letting the team move on. Without much interference. A team can move between the states rapidly based on the current reality and makeup of the team. In this case, the Scrum Master is helping with the transition by acting as a mentor. 16. The True “Inside Out” Change Leaders: It's up to the scrum master to help create a scrum friendly culture. The good news is, the Scrum Master has the perfect position to move the organization towards an environment where the scrum team can thrive. The ScrumMaster can enable change from the inside out. Being part of a Scrum team, the scrum master knows precisely what needs to be changed and more important. Why change is necessary. The Scrum Master can facilitate conversations and collaboration with other Scrum teams. Together with other Scrum masters, he or she can ignite the necessary organizational changes by influencing the system from the inside out. So from the perspective of the Scrum Team, Scrum Master is the change leader. The chances of a successful Scrum adoption will increase drastically. When you consider your Scrum Masters as the true inside out change leaders encouraged the scrum master to talk to different departments that need to be changed in order to succeed with Scrum. As a Scrum Master, used to collaborate with people from the HR, finance, and sales departments. The scrum master really knows what's going in his or her scrum team. The scrum master should therefore show leadership and influence the organizational system from the perspective of the scrum team. This is also why I don't believe in rotating the Scrum master role and I don't encourage being a part-time Scrum Master. You'll probably only act on team level, while the real success will be achieved by setting up relationships with people around the team and influencing the organization system as a whole. If you have an Agile transformation team within your organization, makes sure to collaborate with them. The organization probably also has a bunch of Agile coaches. Great. Regularly catching up with them is also highly recommended. Just make sure there isn't a hierarchical difference between the Agile coach and a ScrumMaster. There's only a different perspective on how to create a scrum friendly environment. That's the goal of the Agile coach. Scrum Masters use an inside out approach. Agile coaches use an outside in approach. Guess what approach I prefer. When it comes to creating a scrum friendly environment. I learned that sometimes simply making visible the dysfunction or bottleneck will be sufficient, such as highlighting the causes, consequences, and cost of technical debt. Sometimes change will require influence, persuasion, or lobbying. And other times it will require evidence of a valid alternative path before anyone will listen. Great scrum masters realize that changes in corporate DNA are not going to happen overnight. They will mutate over time given the right conditions and stimuli. Changes, hard, change can be scary. It's far easier to keep doing the same thing you've always done. One of the chief Scrum Master responsibilities, however, is constantly pushing for change. Whether advocating for shifts in structure, systems or behavior, it is important to value the experimental. Some efforts will fail, some will succeed, but teams should expect to continuously learn and improve over time. A colleague once joked that if you're not at least a little afraid you might get fired, you're probably not rocking the boat enough. Scrum masters are responsible for building a scrum friendly culture within an organization. But some cultural attributes may run counter to traditional principles. Changes may focus on valuing team successes over those of individuals, communication over documentation, and products over projects. As shifts occur, however, the scrum team will become increasingly effective in their execution. Manifesting benefits for both the organization and its customers. Growth is impossible without change. Scrum Masters should be among the most progressive thinkers within an organization, constantly challenging the status quo. As new ideas take hold, your role will grow in importance, transforming you into a trusted advisor. For everyone you encounter. 17. Wrapping Up: In this course, I've shared my view on the Scrum Master as the change leader. I've described the common misunderstandings and the preferred stances of the Scrum Master. I've shared the services of Scrum Master provides for the developers, product owner, and organization, and the three levels that can be considered as a growth path for the scrum master. I've explained how to match Scrum Master stanzas to team phases in order to help a team and it's agile journey. A Scrum Master should try to create a culture in which Scrum teams can thrive. This is a culture that values team's success, promotes experimentation, encourages Agile contracts, support stable team composition, and rewards behavior over achievements. It's up to the scrum master to help create such a scrum friendly culture. Being part of the scrum team, the scrum master can enable the necessary changes from the inside out. So from the perspective of the scrum team, the scrum master is the change leader. The chances of a successful Scrum adoption will increase drastically when you consider your Scrum Masters as the true inside out change leaders.