{"id":19351,"date":"2025-07-07T14:59:08","date_gmt":"2025-07-07T12:59:08","guid":{"rendered":"https:\/\/scrumacademy.nl\/blog\/de-8-antipatronen-van-scrum-masters\/"},"modified":"2025-07-07T14:59:11","modified_gmt":"2025-07-07T12:59:11","slug":"de-8-antipatronen-van-scrum-masters","status":"publish","type":"post","link":"https:\/\/scrumacademy.nl\/en\/blog\/de-8-antipatronen-van-scrum-masters\/","title":{"rendered":"The 8 antipatterns of Scrum Masters"},"content":{"rendered":"\n

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? <\/strong><\/p>\n\n

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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. <\/p>\n\n

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Unfortunately, the situation I shared with you above is no exception. Too often I see how the role of Scrum Master<\/a> 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<\/a> 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 <\/p>\n\n

In what role do you identify yourself?<\/strong><\/strong><\/h3>\n\n

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. <\/p>\n\n

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

    But who are you really there for?<\/strong><\/strong><\/h3>\n\n

    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. <\/p>\n\n

    \"\"<\/a><\/figure>\n\n

    For the Product Owner<\/strong><\/strong><\/h3>\n\n

    The Product Owner<\/a> needs you as a sparring partner and a coach to deliver maximum value.<\/p>\n\n