Did I ever tell you the story of how I was sent a Scrum Master responsibilities chart by a leader and told it was what I was supposed to be doing? And how the chart had things like “create roadblocks,” “onboard new employees,” and “host stand-up meetings for the team?”
It’s not about the information itself, however inaccurate it may be. It’s how it’s being used.
And when it’s being used to invalidate the experience and autonomy of the people you’ve hired and to show them that you don’t hear or trust them, that it’s your way or the highway, it’s unacceptable behavior on your part.
(Side note: I should make a BINGO card with things like “That’s not how we do it here,” “You need to be more flexible,” “We’re not like other companies,” and, “That’s not why we hired you.” When you fill it up, you quit.)
Even aside from how it’s used, information is important. Accurate information is important.
So I fixed the chart.
Adapted from the original LucidChart diagram, here are the Accountabilities of a Scrum Master:
There is truly no need to overcomplicate the accountabilities of a Scrum Master other than what is in the Scrum Guide. They are the same for every Scrum Master at every company. Certainly there are skills that will help you be more effective. There are other actions you may perform as a result of your accountabilities. And there may be unique needs you’re fulfilling in your particular organization.
But do not lose sight of what makes a Scrum Master a Scrum Master.
If you fulfill these accountabilities, you are a Scrum Master.
If you’re creating roadblocks for your team… maybe it’s time to take another look at your chart.