“Teams are self-managing. We don’t need a Scrum Master telling us what to do.”
That’s a common misconception. Yes, Scrum is designed for self-managing teams, but self-management is not the absence of structure.
Autonomy exists within constraints—Scrum events, commitments, and organisational needs define the playing field. Without that, self-management turns into chaos.
Scrum Masters aren’t there to micromanage. They ensure the team has clarity, alignment, and accountability. They protect Scrum, not by controlling every decision, but by maintaining the conditions for teams to thrive.
If a team is failing to deliver, struggling with impediments, or ignoring Scrum principles, a Scrum Master doesn’t just “facilitate” and hope things improve. They step in and fix what’s broken.
Self-management works best when balanced with strong leadership.
Where do you draw the line between autonomy and intervention?
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.
Xceptor - Process and Data Automation
Alignment Healthcare
Capita Secure Information Solutions Ltd
Deliotte
Illumina
Graham & Brown
Brandes Investment Partners L.P.
NIT A/S
Bistech
Lean SA
Jack Links
Slaughter and May
Higher Education Statistics Agency
Freadom
Qualco
Genus Breeding Ltd
MacDonald Humfrey (Automation) Ltd.
Big Data for Humans
Washington Department of Transport
Nottingham County Council
Department of Work and Pensions (UK)
Washington Department of Enterprise Services
Ghana Police Service
Royal Air Force
ALS Life Sciences
Lockheed Martin
Philips
Graham & Brown
Jack Links
Lean SA