The Scrum Master: From Problem-Solver to Growth-Enabler

Do you think a Scrum Master’s (SM) job is to solve every problem and remove obstacles for the team? If so, you’re not alone. Many believe the Scrum Master exists to fix everything and make the team’s work effortless.

But here’s the truth: That’s a myth.

As Jeff Sutherland, once said:

The Scrum Master’s job is not to manage the team but to create an environment where the team can manage themselves.

A great Scrum Master doesn’t just clear obstacles; they empower the team to solve their own problems, develop self-sufficiency, and continuously improve.

Let’s explore how a Scrum Master’s role evolves alongside the team’s journey through the four stages of team development, ensuring they get the right support at the right time.

What the Scrum Master’s Job Really Is

A Scrum Master is a true leader, an enabler, and a catalyst for change. Their mission is to create an environment where teams can thrive independently, driving continuous improvement and agility.

Instead of solving every issue, the SM should:

• Facilitate, not dictate. Help the team discover solutions rather than handing them answers.
• Coach self-organization. Encourage the team to take ownership of challenges and decisions.
• Champion Agile values. Keep transparency, inspection, and adaptation at the heart of the process.
• Remove systemic impediments. Address organizational challenges beyond the team's control.
• Protect the team. Shield them from distractions that hinder focus and progress.

The Scrum Master’s Role Through the Team Development Stages

As a team progresses through the Tuckman Model's four stages—Forming, Storming, Norming, and Performing—the Scrum Master must adapt their approach to guide, support, and enable the team effectively.

Here’s how the Scrum Master’s role changes at each stage:

1. Forming (New Team, New Journey)

Stage Characteristics:

• The team is new and unfamiliar with processes and expectations.
• Members look for direction and clarity.
• There’s uncertainty about roles and responsibilities.

The Scrum Master’s Focus:

• Act as a teacher, guiding the team through Scrum values, principles, and events.
• Establish clear expectations and promote collaboration.
• Provide hands-on support while fostering a learning mindset.

Key Actions:

• Introduce Scrum fundamentals (roles, artifacts, events).
• Set ground rules and build trust.
• Facilitate team-building activities to strengthen relationships.

Example: A new team struggles with estimating work. The Scrum Master organizes a Planning Poker session to teach them estimation techniques step by step.

2. Storming (Challenges and Conflicts)

Stage Characteristics:

• The team starts encountering conflicts and challenges.
• Differences in working styles lead to friction.
• Team members question processes and responsibilities.

The Scrum Master’s Focus:

• Act as a coach, guiding the team through conflicts and encouraging open dialogue.
• Help them stay aligned with their goals while building collaboration.
• Encourage self-organization and ownership of their work.

Key Actions:

• Mediate conflicts and foster a safe environment for open discussion.
• Encourage transparency and continuous feedback.
• Keep the team focused on their Sprint Goal.

Example: Developers and testers disagree on when a task is “done.” The Scrum Master facilitates a Definition of Done workshop to align expectations and improve teamwork.

3. Norming (Finding Their Rhythm)

Stage Characteristics:

• The team begins to find their rhythm and work effectively together.
• Trust and mutual respect develop, and roles become clearer.
• The team takes more ownership of their work.

The Scrum Master’s Focus:

• Act as a mentor, offering guidance but letting the team take the lead.
• Encourage continuous improvement and team-driven decision-making.
• Support the team in optimizing their processes.

Key Actions:

• Promote best practices but encourage the team to experiment with solutions.
• Help the team refine their Definition of Done and improve processes.
• Provide support in long-term goal setting and scaling Agile practices.

Example: The team wants to improve its delivery speed. The Scrum Master shares strategies from other teams but allows them to choose their preferred approach.

4. Performing (Self-Sufficient and Confident)

Stage Characteristics:

• The team is self-sufficient, delivering consistently and efficiently.
• They proactively solve challenges and seek innovation.
• Minimal Scrum Master intervention is needed.

The Scrum Master’s Focus:

• Act as an observer, stepping in only when necessary.
• Support the team in exploring new improvements and innovations.
• Help scale their success across the organization.

Key Actions:

• Encourage innovation through knowledge-sharing and collaboration with other teams.
• Observe patterns and provide occasional strategic input.
• Support leadership in creating an Agile-friendly environment.

Example: The team starts mentoring other teams within the company. The Scrum Master organizes knowledge-sharing sessions to scale their learning.

The Many Roles of a Scrum Master

A Scrum Master needs to wear different hats depending on the situation. Here’s how they can support the team in different ways:

1. The Teacher (Guiding and Repeating)

Like a school teacher, the SM explains things step by step and repeats them until the team understands.

Example: A team struggles with writing good user stories. The SM runs multiple sessions to teach them how to write better ones and provides templates they can use.

2. The Coach (Guidance from the Sidelines)

Just like a football coach who stays off the field but guides the team with advice and encouragement, a SM supports the team without doing the work for them.

Example: During a retrospective, instead of fixing a recurring issue, the SM asks the team, “What can we do differently next time?” and helps them brainstorm solutions.

3. The Mentor (Expert Support When Needed)

A mentor is someone with experience who provides advice when needed but lets the mentee take action.

Example: A developer wants to become a Scrum Master. The SM shares their own experiences, recommends books, and supports them through the transition.

The Scrum Master’s Ultimate Goal

The true success of a Scrum Master? Watching from the sidelines as the team thrives independently.

Think of it like teaching a child to ride a bike—initially, they need support, but eventually, they ride confidently independently.

Signs the team is ready for the Scrum Master to step back:

• They solve problems independently.
• They hold each other accountable.
• They continue improving without being prompted.

As Jeff Sutherland puts it: "A great Scrum Master creates an environment where the team can thrive without them."

Key Takeaways

The Scrum Master’s role shifts as the team progresses through the four stages of development.

• Forming: Be a teacher and guide the team in Scrum fundamentals.
• Storming: Be a coach to facilitate conflict resolution and encourage collaboration.
• Norming: Be a mentor and empower the team to take ownership.
• Performing: Be an observer and support continuous improvement and innovation.

Conclusion: From Problem-Solver to Growth-Enabler

A Scrum Master isn’t there to fix everything; they exist to empower teams to become self-sufficient and high-performing.

By adapting their approach from teacher to coach to mentor to an observer, the Scrum Master ensures the team’s long-term success.

And when the team no longer needs the Scrum Master every day, that’s when the true impact of their role is realized.

What do you think?

Which stage is your team currently in, and how has your role evolved as a Scrum Master? ?? Share your experiences in the comments below!

References:

1. Jeff Sutherland, Scrum: The Art of Doing Twice the Work in Half the Time
2. Gunther Verheyen, Scrum: A Pocket Guide
3. Ken Schwaber & Jeff Sutherland, The Scrum Guide