# data[].attributes.body
1. Honestidad, bondad, amor, creatividad, prudencia
2. Valentia, perdon, perspectiva, aprecio en belleza, amor por aprendizaje.
3. Kinestesica
4. Me parece que puede ser un liderazgo clave para que las cosas se hagan de la manera mas organizadaty eficiente posible

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1. Gratitud, honestidad, creatividad, sentido del humor y esperanza.
2. Espiritualidad, amor al aprendizaje, perseverancia, inteligencia social y liderazgo.
3. Visual
4. Creo que los Scrum Master pueden llegar a ser partes fundamentales en los equipos ayudando a la ejecución de proyectos. Sin embargo, considero que las empresas no toman este rol muy enserio pues puede parecer un facilitador innecesario, que muchas veces es sustituido por los empleados de HR que tambien se enfocan en team building y enfocar proyectos.

# data[].attributes.body
1. Equidad, amor, gratitud, esperanza, curiosidad.

2. Amor por el aprendizaje, perseverancia, humildad, liderazgo y prudencia.

3. Kinestésica

4. Como Scrum Master, me sentiría comprometido con liderar y apoyar al equipo en la adopción efectiva de Scrum. Mi enfoque sería crear un entorno de crecimiento y éxito, eliminando obstáculos, fomentando la autogestión y utilizando competencias como coaching y facilitación. Buscaría desarrollar a cada miembro del equipo y aplicar principios de Gestión 3.0 para promover la colaboración y la toma de decisiones informadas en la búsqueda de las metas.

# data[].attributes.body
1. Honestidad, sentido del humor, prudencia, equidad, Jucio
2. Amor, entusiasmo, espiritualidad, aprecio en belleza, amor por aprendizaje
3. Visual
4. Creo que el concepto del scrum master puede ser buena para que haya una las personas tengan una oportunidad para ejercer liderazgo

# data[].attributes.body
1. Honestidad, bondad, amor
2. Valentia, perdon, perspectiva, creatividad
3. Kinestesica
4. Me parece que puede ser un liderazgo clave para que las cosas se hagan de la manera mas organizada y eficiente posible

# data[].attributes.body
1. Curiosidad, perspectiva, liderazgo, creatividad, apreciación de la bella y excelencia
2. Perdón, humor, humildad, prudencia, amabilidad
3. Creo que visual
4. Me parece interesante, como un facilitador que guía el proceso del grupo y les brinda los recursos necesarios para que cada uno desempeñe su rol.

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Tablero para reconocer quiénes somos
1. Las cinco 1eras características que te salieron en el test https://www.viacharacter.org/survey/account/register
2.  Las 5 últimas del test via character
3. Preferencia sensorial (auditiva, kinestésica o visual) Esta info la vimos en transformación personas, si no sabes, en clase repasamos.
4. Lectura clave para entender el nuevo rol que algunos van a tener: https://management30.com/blog/scrum-master-team-leadership/ ¿qué te parece ese rol, cómo lo ves?

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Hands-on Management 3.0 leadership workshops focus on tangible practices to help managers, team leaders, middle management, and C-level executives increase employee engagement and foster transformational change within their organizations.
Juan Mello, Management 3.0 Facilitator and seasoned Scrum Master tries to find an answer.
My career as Scrum Master started in 2014.

During these eight incredible years, and after working and collaborating with more than 30 Scrum Masters, alongside promoting different agile communities, this question (which seems pretty simple and obvious at first sight) is still one of the most unclear and controversial ones: Is the Scrum Master a leader of the team? Similarly, the Scrum Master can be heard asking: Am I supposed to lead the team, or just ensure events happen?

Before jumping to an answer, we need to understand what a Scrum Master does and what their main competencies are.

In this article, I will try to give my humble opinion based on my experiences and varied learnings, which I hope can help you at some point in case you have similar questions or concerns.

What is a Scrum Master?

The Scrum Master is one of the three accountabilities within a Scrum Team.

When we often hear concepts like "Servant leader" or "Servant leadership," we quickly associate it with the role/accountability of the Scrum Master.

The concept of "Servant-leader" was introduced by Robert Greenleaf in his essay The Servant as a Leader in 1970.

What are the Scrum Master's Responsibilities?

As per the official Scrum Guide, the Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. This is done by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.

The Scrum Master is held accountable for the Scrum Team's effectiveness. They do this by enabling the Scrum Team to improve its practices within the Scrum framework.

Why is the Scrum Master Role Sometimes Misunderstood?

Over the last few years, more and more companies have adopted Agile practices and implemented Scrum in particular. However, with this explosion in popularity, Scrum has been understood poorly, and the role of the Scrum Master is not an exception.

Sadly, in many organizations, the role is understood purely as a facilitator, just to schedule meetings, create reports, take meeting notes, control timeboxes and facilitate fun retrospectives. These perceptions were common, experienced by myself and many colleagues.

In response, when Scrum.org released the latest version of the Official Scrum Guide in 2020, the term "Servant-leader for the Scrum Team" was changed to "True leader who serves the Scrum Team."

This was indeed a necessary change. My interpretation reflects the true essence of the Scrum Master: someone who coaches a team, develops its people and leads the agile transformation.

Scrum Masters in the Leadership Role

One of my favorite Management 3.0 quotes is deeply related to what a Scrum Master - a true leader - is and does: Manage the System, not the People.
As Scrum Masters, we do not manage the team and the people; we create an environment that helps the team achieve results and outcomes.
How? On the one hand, implementing frameworks, helping reduce waste (ensuring blockers are resolved as quickly as possible), and developing and leading people by supporting them and recognizing everyone's individuality.

On the other hand, as Scrum Masters and true team leaders, it is vital to develop people and teams through essential competencies like facilitation, coaching, mentoring, and training. Additionally, understanding different leadership styles is key to leading a team and helping them incrementally introduce self-management.

Management 3.0 provides us with solid tools that help in these areas, as I explain below.

Key Areas in which the Scrum Master takes the Team Lead - and how Management 3.0 can Help you Master These

According to Scrum.org and their Professional Scrum Competency, there are certain focus areas through which to develop people and teams. Let's look into how Scrum Masters can achieve these with the help of Management 3.0:

Self-Managing Teams

"A fundamental foundational element to Scrum; cross-functional, self-managing, and empowered teams are the engine to delivering value."
Scrum Masters who want to introduce more self-management to their team might try these Management 3.0 practices:
Facilitation

"Facilitation is a set of practices that help support the collaboration, communication, and creativity of teams and individuals."

Facilitation is a significant part of the Scrum Master's job. Here is how Management 3.0 practices can help:

Coaching

Scrum Masters are often coaches, too. According to Scrum.org, "The ability to unlock new ways of thinking is important for any agile practitioner who aims to enable sustaining change and transformation within teams and organizations."

If you, as a Scrum Master, would like to improve your coaching skills to serve your team better and take on a leadership role, you could experiment with these Management 3.0 practices:

Also read: Living the coach approach.

Mentoring

Besides coaching, Scrum Masters also embody the mentor role in their team: "There are many ways to support people in their personal growth and improvement in their work. Mentoring is particularly useful because it brings forward personal stories and experiences that aid another person in uncovering their own way to accomplish something".

Management 3.0 practices that can help us here include:

Teaching

Lastly, Scrum Masters are also teachers: "The ability to inspire others to learn and share information in an effective, repeatable, and efficient manner is a key aspect to any agile practitioner's skills."

Management 3.0 practices that can help us here:

As a final note, I think that we, as Scrum Masters, are the main ones responsible for educating our organizations about the role and why we should be considered leaders for our teams.

In my experience, sometimes it is best to show tangible actions and results with our teams instead of explaining and trying to convince our audience. For that, Management 3.0 can be extremely useful and beneficial!

Header Photo by Daniel K Cheung on Unsplash

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Is the Scrum Master the Team Lead? | Management 3.0

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What does a Scrum Master do, what are their main competencies - and what is their specific role when it comes to leadership?