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7 Ways to Know If You Suit the Scrum Master Role

You have been recently given the Scrum Master role, and you are worried that your personality may not suit the job. It is true that the position requires a lot of cool-headed analysis and coordination. Though you might have acquired a Scrum Master certification by now, theoretical knowledge can never surpass experiential learning. In this article at Mountain Goat Software, Mike Cohn shares seven questions that would let you know if you are suited for the Scrum Master role.

Questions for Scrum Master Role

Do You Like Team Problem-Solving?

Would you help your coworkers solve their problems? Or, would you rather go about completing your individual tasks? If you are working with the team as a full-time developer, meeting your daily tasks as well as problem-solving team issues might be taxing. However, in the Scrum Master role, addressing your team members’ concerns is the core part of your KRA.

Do You Want to Be the King or the King-Maker?

Though the ministers would be doing the heavy work of creating policies and infrastructure to run a country, people will praise the king for those. Similarly, as a Scrum Master, you would be helping the team to shine but you will not be sharing the spotlight with them. Are you ready for that?

Are You a Proactive Listener?

The Scrum Master role compels you to remove project bottlenecks for your team members. But you should also have the time for the members to express their personal frustrations. With an open-door policy, you would learn about the actual issues the frontline workers of the project are facing.

Can You Influence Decisions Without a Position?

The said role is not as authoritative as that of a project manager in the team. Team members will not take orders from you or follow you as they would a project manager. You must learn to get work done by influencing them with your infallible logic, rapport, and diplomacy.

Can You Adapt to Changing Requirements?

Product backlogs can modify rapidly per client requirements. You must be ready to work full steam despite knowing that the top stakeholders might scrap their current needs the day after. You also should learn to trust the team with ownership, unlike the pre-Agile era.

How Good Is Your Conflict Management?

Having high-performers does not mean you will have a high-performing team. Conflicts will arise due to difference in interests or personalities among stakeholders. You must know how to meander through their attitude wars and deliver working models or products to clients in time.

How Strong Are Your Technical Skills?

You must have technical know-how to realize team issues and understand their gravity to translate that well to your stakeholders. If at all you are not proficient with the technical knowledge, you must have the aptitude to ask related questions.

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