6 Things I learned as a Scrum Master

So I have been an active facilitator in a few projects so far and it has been quite a journey to transition from a technical resource to a techno-functional resource to someone who helps teams reach their goals in a timely manner.

Scrum Master is such a soft skills role that it is almost difficult to emphasize what is important and what is not. You can nudge your team or the product owner in so many different ways to help them realize how to attain the project goals that there can’t be one certain sure-shot method and your role as a Scrum Master can vary tremendously from project to project.

The below points are something I think can apply to everyone who is new to Scrum and new to the role of an SM or someone who has been in this role for quite some time. Needless to say, this won’t go into specifics but I hope to provide you with some useful information to assist your journey.

1. Prepare for Probabilities — This role can be a roller coaster. One day, the team is working in sync, doing their tasks effectively and the daily status calls are a breeze. You may feel everything is on track but all it takes is one ignored or unaddressed task/topic that the team wasn’t prepared for and suddenly, the final product to be delivered is delayed. This doesn’t reflect badly on anyone in the team in particular but as an SM, you need to be prepared for such scenarios. You have to get the team back on track and assist them to analyze and chart out another timeline so that they can be back on track as quickly as possible. So you always need to be prepared for what may come and not necessarily what is already happening.
2. Impediments are inevitable — There will be annoyances along the way. The team you’re guiding may feel disgruntled at the slow progress or the product owner won’t be completely on board with the requirements. One team member may not be able to grasp the tasks given or the project would be on pause as the team will need some inputs from an external team/POC (point of contact). There are endless things that can go haywire but it is your job to be the buoy that keeps everyone afloat and bring them back to focus to resolve said impediments. So long as you’re on track to reach a resolution, you can persuade the team to think along the same lines.
3. Proactiveness saves Precious Time — As Scrum is a time-bound process, a little proactiveness will save you so much time further. You need to be able to find the right people to connect with and help resolve a dispute or disagreement. Your role is not to give them the solution but it is your role to help set up the environment for timely resolutions. A meeting with the team and other members over an upcoming vague task to get clarity, addressing a roadblock that may occur and searching for ways to get over it, all of this saves a lot of time and helps steer your team to success.
4. Delays don’t translate to Inefficiency — So you have been doing everything in your power to help chart a smooth sailing course for the team and still due to unforeseen reasons, the project is delayed. You may be inclined to think that this reflects poorly on you but sometimes it is through no fault of the team or your own that led to this. All it means is that you take the reasons behind the delay and address them in the future so that it is now less likely to happen. A successful Scrum Master is not someone who helps deliver every project on time. If that’s the case, it actually portrays that your team is highly efficient and may not even need facilitation. A successful Scrum Master is someone who despite the roadblocks and impediments, helps the team overcome the odds and still manages to guide them to successful delivery.
5. Demeanour and Attitude is Everything — As an SM, the most important trait that you can possess is to be calm and steady. No matter how the project is going, it is your role to keep the team spirits up, make them feel appreciated and make them continue delivering their best work. If you feel panic or anxiety over an important project missing deadlines, it will also transfer over to the team in your daily calls and meetings making them anxious over the end results. If your demeanour remains calm and hopeful, you will help the team feel that they are still able to deliver successfully and deliver a good product. Scrum is always incremental and your team should also incrementally get better at delivering each sprint. Your attitude determines the attitude of the team. Always keep it positive.
6. Don’t be a Yes Man — This is one of the hardest points to digest so I saved it for the last. As an SM, you cannot be a yes man. You have to tell them what went wrong and how to address them to be better. Whether is the product owner or the team member, people are bound to make mistakes but you have to be the one to stop them from repeating them. This doesn’t mean that you need to be highly critical of them and dress them down in front of others. That is a big no-no. You do have to remind them that things would run a lot smoother if those mistakes/inefficiencies can be addressed and help the team gain velocity. This is best done in the retrospective calls as that is after every sprint and gives your team enough time to bounce back. You have to be the good and the bad cop. Don’t miss a chance to appreciate them for their good work but don’t hesitate to point out what can be done better to work as a frictionless team. Sadly, for the latter, you won’t always be liked but that’s okay. It is part of your job.

These are a few really important points that I feel every Scrum Master, old or new to the role, should incorporate. Again, I know this may feel like obvious points but you would be surprised as to how often we as individuals fail to inculcate this in our day-to-day work activities.

To summarize, the SM role for me is an everchanging field with something to learn continuously. My role to help the team in any way possible can be challenging but as long as I can address inefficiencies and overcome impediments, I am doing my role in helping any team reach their goals. In the end, that’s all that matters — to have a team efficiently and proactively addressing tasks and problems to reach a resolution faster and deliver better.

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