Don't you think this should be the next step in the evolution of the scrum master role? Once a team is running great I notice the scum master is usually less involved, since they don't need him that much, wouldn't that be a great time to shift his for into making the team grow in other areas, like the ones you described?
Looking at our organisation, each team has their own scrum master, which can be the same person for two teams since the teams are rather small. Next to that everybody has a coach / manager, who is not part of their team and which helps them with personal development and internal issues, and also performs the performance reviews with feedback from the team.
Your suggestion seams to slightly overlap with the last role and I'm a little split up in the personal development. There are definite advantages about having the coach / manager not being part of your team, like less office politics, more open atmosphere and it really seems to help the self management. But there are some disadvantages as well, which is mainly the distance in how the person actually works or how he behaves, everything comes in through feedback.
All in all, I'm not sure about the last point, but the first three, the growing of of the team, seem like natural evolution for a scrum master role. What is your view on this?
Hey John. Thanks for the comment. I see your points. Related to this kind of role that we are talking about is essential to be included on each part of the team's routine, and possibly even be part of the development team (why not?).
About the Scrum Master role, I think that is natural to see the Agile Coach as an evolution of this role to be more connected to the well being of the team. My concern related to this is that to be an Agile Coach you need to have the talent to build interpersonal relationships, what is not an easy thing to learn.
I'm focused in to post other two texts this week related to this part of the role (Team domain and Personal domain), with the focus in leadership, agile teams and one-on-one meeting.
Let me know if I lost something in your questions and thanks again man :)
My concern related to this is that to be an Agile Coach you need to have the talent to build interpersonal relationships, what is not an easy thing to learn.
Good point, I see your concern. While I agree that it is not easy to learn, it still feels like a Scrum Master could benefit so much from this skill in helping the team. Maybe this should be the new Scrum Master the developer world needs.
I'm really looking forward to your next posts, thanks for sharing!
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Don't you think this should be the next step in the evolution of the scrum master role? Once a team is running great I notice the scum master is usually less involved, since they don't need him that much, wouldn't that be a great time to shift his for into making the team grow in other areas, like the ones you described?
Looking at our organisation, each team has their own scrum master, which can be the same person for two teams since the teams are rather small. Next to that everybody has a coach / manager, who is not part of their team and which helps them with personal development and internal issues, and also performs the performance reviews with feedback from the team.
Your suggestion seams to slightly overlap with the last role and I'm a little split up in the personal development. There are definite advantages about having the coach / manager not being part of your team, like less office politics, more open atmosphere and it really seems to help the self management. But there are some disadvantages as well, which is mainly the distance in how the person actually works or how he behaves, everything comes in through feedback.
All in all, I'm not sure about the last point, but the first three, the growing of of the team, seem like natural evolution for a scrum master role. What is your view on this?
Hey John. Thanks for the comment. I see your points. Related to this kind of role that we are talking about is essential to be included on each part of the team's routine, and possibly even be part of the development team (why not?).
About the Scrum Master role, I think that is natural to see the Agile Coach as an evolution of this role to be more connected to the well being of the team. My concern related to this is that to be an Agile Coach you need to have the talent to build interpersonal relationships, what is not an easy thing to learn.
I'm focused in to post other two texts this week related to this part of the role (Team domain and Personal domain), with the focus in leadership, agile teams and one-on-one meeting.
Let me know if I lost something in your questions and thanks again man :)
Good point, I see your concern. While I agree that it is not easy to learn, it still feels like a Scrum Master could benefit so much from this skill in helping the team. Maybe this should be the new Scrum Master the developer world needs.
I'm really looking forward to your next posts, thanks for sharing!