Explores why Scrum Masters need authority, not just influence, to enforce Agile practices, remove blockers, and ensure teams follow Scrum for true organisational agility.
The idea that Scrum Masters should lead only through influence sounds noble—but in many organisations, it’s also naive.
Influence works when teams and leadership are already aligned. But what happens when they’re not? When teams reject Agile principles, leadership prioritises control over agility, or dysfunction is deeply embedded?
At some point, persuasion isn’t enough. A Scrum Master must be able to remove blockers, challenge bad practices, and uphold Scrum—not just suggest improvements and hope for the best.
If your Scrum Master has no authority to enforce the framework, to say “No, we don’t work like that,” or to hold teams accountable, what’s the point?
Scrum isn’t about soft influence. It’s about creating real, sustainable agility. That requires leadership backed by action, not just good intentions.
Where does your organisation stand on this?
If you've made it this far, it's worth connecting with our principal consultant and coach, Martin Hinshelwood, for a 30-minute 'ask me anything' call.
We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.
Emerson Process Management
Illumina
Boxit Document Solutions
NIT A/S
Trayport
ProgramUtvikling
Healthgrades
Big Data for Humans
Teleplan
DFDS
Xceptor - Process and Data Automation
Workday
Ericson
Epic Games
Hubtel Ghana
Slaughter and May
Higher Education Statistics Agency
Cognizant Microsoft Business Group (MBG)
Washington Department of Enterprise Services
Department of Work and Pensions (UK)
Washington Department of Transport
Royal Air Force
Ghana Police Service
New Hampshire Supreme Court
Ericson
Graham & Brown
ProgramUtvikling
Kongsberg Maritime
MacDonald Humfrey (Automation) Ltd.
Jack Links