How do you handle a team that doesn't want a Scrum Master?
Starting a new engagement next week with a team that has explicitly said they don't need a Scrum Master. They've been self-managing for 6 months and leadership brought me in because delivery has slowed.
My approach:
1. Don't come in trying to change everything
2. Observe for the first sprint — attend ceremonies, look at metrics
3. Build trust through individual conversations
4. Find ONE area where I can add clear value
5. Let results speak
But I'm nervous. Anyone been in this situation? What worked?
2 Comments
Been there. My advice: don't call yourself a Scrum Master in the first week. Call yourself an 'improvement coach' or just 'I'm here to help.' The label carries baggage.
Your approach is solid. I'd add: find the informal leader on the team and get them on your side first. If they trust you, the rest will follow.