The overprotective Scrum Master
As much as necessary, where little as possible
An important key is the Scrum Master's role as a servant leader. Even if the team is largely self-directed, the Scrum Master always retains oversight. At the same time it is important to have enough trust in the team without interfering too much. This can be a difficult balancing act, especially if you are new to the role or the team has just come together. It is therefore particularly important to maintain good communication at the beginning to find out what each side needs to make the work go well.
What does the Scrum Guide say?
The main task is to give the team as much freedom as possible to concentrate on creating added value and achieving its goals in a high quality way. Obstacles must be removed, and it must be ensured that all Scrum Events run efficiently and lead to positive and productive results. It is also important to respect the time box. This defines the duration and time frame for an item and ensures that processes are completed on time after a set duration. If not all of the planned content can be delivered, it is moved to the next timebox. This ensures that the team does not exceed the time frame and can focus on their own tasks, without having to worry about time management themselves.
Less is more
Over-dependence on the Scrum Master can also lead to team members becoming passive and relying on the Scrum Master to solve all problems for them. This can lead to a loss of motivation and commitment. It is important that the opinions and ideas of the team members are sufficiently valued to avoid frustration and reduced participation in the team process.
There is also a danger that a Scrum Master who sees the role as a manager rather than a servant leader will stifle innovative ideas and approaches within the team. An agile team should have an open and creative environment where ideas from all team members can be encouraged. If the Scrum Master constantly intervenes in problem-solving instead of allowing the team to solve problems themselves, this can disrupt the flow of work and cause delays.
If the Scrum Master does not want to influence the team in a negative way, he can also refrain from giving negative feedback. If it is given constructively, the team members will grow and the whole project will benefit. It is therefore important to give negative feedback from time to time.