Scrum-Mastering Is Coaching
The recurring LinkedIn debate about whether Scrum Masters should be technical feels increasingly sterile, especially given the widespread incompetence in the role today.
Yet it’s a fascinating argument because it reveals how fundamentally misunderstood the coaching aspect of this role remains.
A Scrum Master is primarily a coach. The guide explicitly states that Scrum Masters serve the team by “Coaching the team members in self-management and cross-functionality.”
They serve the organisation by “Leading, training, and coaching the organisation in its Scrum adoption.”
The guide emphasises: “Scrum Masters are true leaders who serve the Scrum Team and the larger organisation.”
So do you need deep technical expertise in your domain to be an effective Scrum Master? Not necessarily.
Some of the best coaches never played football professionally, while some prima donna former players make terrible coaches. The skill of coaching transcends domain expertise—it’s about seeing patterns, removing obstacles, and bringing out the best in people.
If Scrum Masters actually functioned as coaches, they’d be invaluable. Software teams need permanent coaching. Someone embedded who: • Maintains momentum and keeps performance high • Identifies and removes impediments before they fester • Continuously streamlines processes to stay lean • Encourages and supports teams • Persuades organisations about the value of sustained technical coaching
Companies that build actual teams—not just groups of individuals—need permanent coaches. They need people who have regular, meaningful interactions with their teams, who capture issues early and help solve them, keeping the team’s muscle warm, healthy, and truly agile.
I’ve spent half my career coaching high-performing teams, with and without the Scrum Master title.
A former boss once returned from a client meeting laughing: “First time I’ve received only congratulations, no complaints!”
A manager asked one of my clients: “How do you consistently build such exceptional teams?”
A product owner told me: “First time in years we’ve delivered on time and budget!” Then she laughed, “Now you’re in trouble—you have to maintain this momentum!”
But the greatest reward? Seeing a young colleague’s eyes light up: “Thanks, I’ve learned so much from you.”
I could share countless stories of projects saved from critical situations, always while maintaining excellent team relationships.
If your organization needs someone deeply experienced to coach your coaches and elevate your teams, reach out to Armakuni. We’re a team of smart cookies ready to help transform how you work.
Originally posted on LinkedIn.
