The Manager as Scrum Master: Not Only Possible, but Potentially Powerful
Great Scrum Masters facilitate, coach, and remove impediments. Great People Managers do the same. So why is it considered 'conventional wisdom' that a Manager can't also be a Scrum Master? We will explore the organizational context and leadership skills that make this dual role not only possible, but potentially powerful, and share some stories of successes and failures.
Outline/Structure of the Talk
Intro and Connection activity: small groups list some possible pitfalls of Managers as Scrum Masters, and of dividing those roles between 2 different people. Collect and summarize the pitfalls of both alternatives from the whole room. (10 min)
Compare and contrast the desired skills & traits of a Scrum Master versus a People Manager (10 min)
I will present my own experiences on the conditions that allow a manager to be an effective Scrum Master, and some real-world stories about combining the roles (10 min)
Small group activity: for one of the pitfalls from the 1st activity, discuss how the manager and the organization would need to change to avoid the pitfalls. I will select a few groups to report their conclusion back to the larger group. (25 min)
Conclusion, Q&A (5 min)
Explain the potential pitfalls of managers as Scrum Masters
Describe the skills & traits that a manager needs to thrive as a Scrum Master
Explain the organizational contexts that allow managers to be effective as Scrum Masters
Managers, Executives, Scrum Masters, Agile Coaches
Prerequisites for Attendees
Participants should understand the role and responsibilities of the Scrum Master.