It feels efficient to jump in and fix things — you get quick results and a sense of control.
But great Scrum Masters know their role is NOT to save the team, but to support them in finding their own solutions.

Coaching, not rescuing, builds self-managing teams.

Running meetings gives you a sense of order — but it also takes ownership away from the team.
The best Scrum Masters facilitate in a way that helps team members run their own Daily, Review, or Retrospective.

It’s about creating space for voices, not filling it.

Following the rules to the letter might feel like the safest way to “do Scrum right.”
But true agility isn’t about enforcing rules — it’s about living the principles: transparency, empiricism, and adaptation.

Shift your mindset from “That’s not Scrum!” to “What problem are we trying to solve?”

You want to help — update the board, chase blockers, send reminders… but this can quickly make you the bottleneck.

A strong Scrum Master works on the system, not in it.

Remove impediments, coach ownership, and create conditions where the team can thrive without your constant intervention.

When things get tough, it’s easy to say, “Management doesn’t get Agile.”
But great Scrum Masters don’t stop there — they influence, communicate, and experiment within their sphere of control.

Model change instead of waiting for it.

Velocity, burn-downs, and throughput look nice on charts — but they don’t tell the whole story.
Focus on outcomes — real value for customers and the team’s ability to adapt and learn.

The goal isn’t to go faster, but to get better.