The 8 antipatterns of Scrum Masters

I doubted I heard correctly, but he really said it. “What do I add as a Scrum Master? Other than chairing the daily and scheduling the meetings, what is my real added value?” Wow… Aii…Whew! (Read: painful!) But also confronting: apparently some Scrum Masters don’t see their added value, or potential for it. How about you?

In this blog I share 8 antipatterns I encounter and answer the million-dollar question: ‘What is my real added value as a Scrum Master anyway’? Oh yes, at the bottom of this blog I give you some ammunition for when someone asks you what you actually do within the organization.

Unfortunately, the situation I shared with you above is no exception. Too often I see how the role of Scrum Master is reduced to that of an administrative facilitator. That gets to me. Because a good Scrum Master is a driving force behind high-performing teams and successful organizations. And so I can’t let this pass me by either. So let’s take the bull by the horns. Let’s see exactly where it goes wrong and list where it can be done differently

In what role do you identify yourself?

After the one situation outlined above, I started looking around. And fortunately, because of my daily work in various industries, I was immediately able to study numerous Scrum Masters in their natural habitat. These 8 types of Scrum Masters I came across.

The meeting planner: Thinks the role is all about facilitating meetings.
The Project Manager 2.0: Tries to maintain control over planning and execution.
The burndown freak: Focuses too much on metrics instead of team dynamics.
The servant follower: Forget that ‘s a servant leader, not a compliant assistant.
The Process Police: Enforces Scrum rules without regard to context.
The passive observer: Avoids confrontation and lets problems simmer.
The rules slave: Hides behind procedures instead of making an impact.
The indispensable hero: Stays too long needed, instead of making himself redundant.

But who are you really there for?

When you recognize this type of Scrum Master with corresponding patterns in yourself, it is time to reflect on the question: who am I really there for as a Scrum Master? Let’s answer that question immediately below.

For the Product Owner

The Product Owner needs you as a sparring partner and a coach to deliver maximum value.

Tip #1: Help refine the backlog by asking critical questions.
Tip #2: Coach in stakeholder and expectation management.
Tip 3: Support difficult choices and prioritization.

For the developers and the team

The team needs you as a coach and protector, to perform at its best.

Tip #1: Create an environment of psychological safety in which the team can grow.
Tip #2: Encourage self-organization by asking the right questions rather than giving answers.
Tip 3: Help the team break patterns that get in the way of productivity and quality.

For the organization

The organization needs you as a change agent for the Agile transformation to succeed.

Tip #1: Help the organization understand what Agile really means.
Tip #2: Identify and address organizational barriers.
Tip #3: Build bridges between teams and departments to improve collaboration.

Your true added value as a Scrum Master

Your impact as a Scrum Master does not lie in scheduling meetings or monitoring metrics. The true power lies in building an environment in which teams excel, Product Owners flourish and organizations become truly agile. If you reduce yourself to meeting facilitator, you not only sell yourself short, but also your team, the Product Owner and the entire organization. So the next time someone asks you what you add as a Scrum Master, tell them this:

I am the catalyst for continuous improvement.
I help teams get the best out of themselves.
I make sure Scrum is more than a checklist; it becomes a mindset.