The Disempowerment of Scrum Masters : It Has To Be Stopped
Refusing to recognize Scrum Masters as managers can be a sure-fire way to kill Agile and Scrum
A common theme among Scrum Masters is feeling disempowered and unsupported by management. Despite being an integral part of introducing agility, Scrum Masters often feel like they are just another worker in the team, with management failing to take their ideas seriously or provide support when trying to make changes outside of the team.
The Agile community is partially to blame for this problem. By rejecting the idea that Scrum Masters are managers, we have limited their ability to make positive changes outside of their team, causing them to be disempowered and undervalued in the organization. They believe that it contradicts the principles of Agile and may lead to a return to traditional command-and-control management practices.
Bad management is bad management, regardless of the title someone holds. Good management practices are essential for Agile teams to succeed. A good manager knows how to delegate authority and empower their team, taking a servant-leader stance that helps the team succeed. By promoting good management practices, we can empower teams and Scrum Masters alike and work towards success.
I totally disagree with the arguments of "but Scrum Masters don't manage people," "command-and-control," and the like. One does not need to be a dick to be a manager. Thousands of fantastic leaders don't exhibit those bad traits in managerial positions. If you are one of those, I am sorry that you worked for a dick but don't tarnish all managers with that brush.
However, by framing the Scrum Master role as a managerial position, we can help businesses understand the importance and authority of the role. It is about using a language business people understand. It allows the SM to be in a position of influence that can work as a peer in the management structure, not as a worker. This enables Scrum Masters to lead by example as servant-leaders, empowering and supporting their teams towards success. We must embrace the role of Scrum Masters as Agile leaders and break down the barriers that are preventing them from succeeding.
It's important to note that recognizing Scrum Masters as managers doesn't mean that we should revert to traditional command-and-control management. Agile management is about empowering and supporting Scrum Masters, giving them the tools they need to lead their teams towards success.
[WARNING: I wrote this deliberately with words that will ruffle feathers]
In conclusion, it's time for the Agile community to recognize the importance of Scrum Masters as managers and embrace their role as Agile leaders. By giving them the support and authority they need to effectively manage their teams, we can create a more supportive and empowering environment for Agile success. Let's break down the barriers that are holding Scrum Masters back and empower them to manage.
[Take a deep breath and count to five. No! Not manage people, not command-and-control, manage Scrum and manage change through servant-leadership in a managerial position!]
We need to focus on empowering Scrum Masters to affect change. We must use language and terminology that business understands, especially in companies with low Agile understanding.
Share your comments.
When Scrum Masters are not seen as change agents but rather as team leads or delivery managers, they may feel disempowered to do their job effectively. There are two options for addressing this issue:
Option One involves being pig-headed and insisting on not being called a "manager," which can create tension and fail to connect with the management of the business. This approach is more focused on terminology and purist thinking than on driving meaningful change. Ultimately, it may not empower Scrum Masters to be effective leaders and may miss the opportunity to connect with management to bring about real change.
Option Two is about promoting the role of Scrum Masters as managers, getting the backing and support to make changes, and not getting hung up on the title. By embracing the leadership aspect of their role and addressing real issues that impede team progress, Scrum Masters can become true change agents. This approach involves gradually changing the culture of the organization to align with the concept of leadership, without relying on authority or a command-and-control approach.
The focus should be on empowering Scrum Masters to be effective leaders and to make change happen. Option Two may be a more practical and effective approach in the long run, as it prioritizes results over semantics. By promoting Scrum Masters as managers and embracing their leadership role, they can gain the support and backing needed to drive meaningful change and help the organization succeed. Over time, one can work on terminology changes as a different impediment. But at least with option two, one can start real change.
It happens when team organization plan and execution plan is made thinking of a traditional waterfall approach whereby Program Managers / Project Managers would be leading delivery and setting tasks for team . Later they treat Scrum Masters as a bearer of their responsibilities. A Scrum Master is often doing things not supposed to be done by them, eventually limiting the role and impact they would have created for achieving a successful outcome. Thanks.