Sunsetting Scrum Masters

TL; DR: Sunsetting Scrum Masters

In this article, I uncover indicators that a Scrum Master’s or Agile Coach’s journey is coming to a close; they are sunsetting Scrum Masters.

These indicators include, for example, management’s deviation from first principles, reduced support for your change initiatives, an emerging preference for short-term fixes over long-term agile strategies, a shift back to top-down control, decreased communication involvement, exclusion from management discussions, neglected input, waning reliance from the team, being left out of new communication channels, and lessened requests for meeting facilitation.

Consequently, recognizing and addressing these signs is critical to maintaining integrity and effectiveness.

Finally, please do not fool yourself; sometimes, it is also time to move on.

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Introduction — Is It Time to Move on?

In our complex environments, the roles of Scrum Master and agile coach are pivotal yet often precarious.

A gradual decline in their effectiveness can be a subtle, insidious process heavily influenced by the size and culture of an organization. Larger organizations, with their complex structures and layers of management, can mask these changes, allowing issues to fester unnoticed. In such environments, direct feedback, a cornerstone of our philosophy, often gets diluted or lost in the hierarchy, leading to Scrum Masters and agile coaches being sidelined rather than supported. This sidelining is rarely abrupt; it's a slow drift, a gradual disengagement that manifests in various nuanced signs.

Understanding these indicators is crucial, as they often serve as the only clues to a changing tide in a landscape where open and constructive criticism might be scarce. The following list of observations serves as a guide to recognizing these early warning signs, providing an opportunity for introspection and course correction before the role and impact of these agile practitioners are irreversibly diminished.

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Here are eleven indicators of sunsetting Scrum Masters to observe:

  1. Disregard for Agile Principles by Management:
    • Observation: A noticeable contradiction between management’s actions and agile principles leads to conflicts in values and approach, which can undermine our efforts and philosophy.
    • Criticality: This misalignment is critical as it can render the Scrum Master’s role ineffective or redundant, challenging the fundamental principles they advocate for and potentially leading to their position being questioned or eliminated.
    • Early Detection: Early signs include a reluctance or resistance from management to embrace agile practices during decision-making processes or a noticeable disregard for agile values in strategic planning and execution. For example, the program to introduce Scrum is rolled out in a traditional top-down process when it should use Scrum itself for the purpose.
  2. Lack of Support for Change Initiatives:
    • Observation: The organization’s evident lack of support or enthusiasm for Agile-driven change initiatives signals a potential mismatch between the Scrum Master’s or agile coach’s objectives and the organization’s willingness to adapt.
    • Criticality: The lack of support is crucial as it directly challenges the Scrum Master’s ability to implement and drive meaningful change, potentially leading to questions about the efficacy and relevance of their role.
    • Early Detection: Detectable through consistent resistance or indifference towards smaller change initiatives or suggestions for improvements, especially when these initiatives align with agile principles. You may notice that the leadership ignores your meeting requests. Alternatively, there are meetings, but no decisions are made, or tackling actions-items is postponed.
  3. Personal Motivation and Job Satisfaction:
    • Observation: A decline in personal motivation and satisfaction often stems from a misalignment between the Scrum Master’s expectations and the organization’s direction or a feeling of ineffectiveness in their role.
    • Criticality: This decline is significant as it can lead to burnout, reduced effectiveness, and potentially the departure of the Scrum Master, impacting the team’s journey and dynamics.
    • Early Detection: Such feelings can often be identified through increasing frustrations with agile practices, a sense of disconnect with the team, or a lack of fulfillment in their role.
  4. Short-term Fixes Over Long-term Solutions:
    • Observation: Management’s consistent preference for short-term fixes over comprehensive, long-term agile solutions suggests a fundamental misalignment with agile practices and principles.
    • Criticality: This preference undermines the agile approach of our protagonist, leading to systemic problems within the team or organization, and diminishes the Scrum Master’s role and influence in promoting sustainable agile practices.
    • Early Detection: We can often spot this in a pattern where management prioritizes immediate results or quick solutions over more sustainable, long-term agile strategies, for example, by failing to allocate necessary training budgets.
  5. Command and Control Resurgence:
    • Observation: The team’s reversion to traditional command-and-control methods indicates a move away from the collaborative and empowered approach central to agile practices.
    • Criticality: Such a shift can make the Scrum Master’s role and efforts seem obsolete or irrelevant in the eyes of the organization, especially if agile values are no longer being actively pursued or respected.
    • Early Detection: Early indicators include signs of micromanagement, decreased team autonomy, or decision-making shifting away from the collaborative, team-oriented approach that, for example, Scrum promotes. Typical manifestations are, for example, steering committees that insist on approving Product Owner decisions or line managers insisting on allocating work to Developers.
  6. Decreasing Communication Involvement:
    • Observation: A gradual reduction in the frequency and depth of communications, such as receiving fewer emails and meeting invites and less involvement in decision-making channels, signals a decline in the Scrum Master’s perceived relevance.
    • Criticality: This reduction is critical as it suggests a diminishing role and influence within the team and the organization, potentially leading to the Scrum Master’s contributions being overlooked or undervalued.
    • Early Detection: Early signs include a subtle decrease in direct communications, being left out of even minor discussions or decisions, and a general sense of being less ‘in the loop’ than before. For example, you start learning about essential developments through informal channels like lunch breaks.
  7. Exclusion from Management Interaction:
    • Observation: When discussions with management become increasingly ignored or sidelined, it indicates a loss of influence or trust in the Scrum Master’s or agile coach’s capabilities.
    • Criticality: This exclusion is significant as it suggests a diminishing respect or need for our protagonist’s input in higher-level decision-making, impacting their ability to advocate for Agile principles effectively.
    • Early Detection: Early signs include shorter, less engaging interactions with management and a noticeable delay or lack of response to the Scrum Master’s queries or suggestions. Generally, you will observe that our role becomes more tactical as the management expects you to work increasingly at the team level.
  8. Implementation of Ideas Without Consultation:
    • Observation: When the Scrum Master’s or agile coach’s suggestions are consistently overlooked or overridden by management, it undermines their authority and the value of their expertise.
    • Criticality: This disregard is critical as it diminishes the Scrum Master’s perceived competence and authority, potentially reducing the impact on the team and its Agile practices.
    • Early Detection: Noticeable when your advice is consistently not sought after in the planning stages, or your suggestions are repeatedly ignored in favor of other approaches, for example, the suggestions of an external consultant with a lesser understanding of the situation but the management’s confidence.
  9. Limited Direct Queries for Assistance or Opinion:
    • Observation: A decline in team members seeking the Scrum Master’s advice or help might indicate a loss of confidence in their effectiveness.
    • Criticality: This decline is significant as it can lead to our protagonist’s diminished role and influence within the team, questioning their effectiveness and relevance.
    • Early Detection: Observable through a decrease in consultative interactions, with fewer team members approaching the Agile Coach for guidance or opinions.
  10. Creation of New Communication Channels Without Inclusion:
    • Observation: The formation of new communication channels without including the Scrum Master, such as Slack channels, hints at a deliberate exclusion and a shift in the team’s communication dynamics.
    • Criticality: Being left out of these channels is a significant indicator that the Scrum Master is becoming detached from essential team dynamics and crucial information flow, which can undermine their role and effectiveness.
    • Early Detection: Early signs include noticing discussions or decisions occurring without the Scrum Master’s knowledge or realizing that they are not being added to new platforms or channels where relevant team interactions occur. Also, you may notice that the topics and dynamics of discussions change when you join them. In other words, the others start sidelining you.
  11. Reduced Requests for Facilitation:
    • Observation: A noticeable decrease in being asked to facilitate meetings or events, suggesting a shift in how the Scrum Master’s contributions are valued and perceived.
    • Criticality: This reduction is crucial as it implies a decreasing need for the Scrum Master’s facilitation skills, which can lead to questioning the necessity of their role in the team’s way of working.
    • Early Detection: Early indicators include a gradual decline in requests for the Scrum Master to lead meetings, with others in the team starting to assume these responsibilities or meetings occurring without the Scrum Master’s involvement. (Note: It is generally a sign of healthy team development when other members than the Scrum Master can facilitate team events. Confuse these two developments at your peril.)

It’s essential to remain vigilant for these signs of sunsetting Scrum Masters and actively communicate openly with your team and management to address any issues early on. Regularly seeking feedback, being open to change, and continuously improving your skills and practices can help prevent these situations. Fostering a robust, agile culture and maintaining transparency within the team can mitigate the risk of becoming disconnected or undervalued in your role. Remember, becoming agile involves continuous learning and adaptation, both for individuals and teams.


To wrap it up, let’s acknowledge the delicate balance in the roles of Scrum Masters and agile coaches. In the complexity of today’s environments, especially in larger, matrixed organizations, their influence can erode subtly, almost unnoticeably. It’s not about sudden downfalls but the slow and steady marginalization, often worsened by a lack of clear, direct feedback.

These signs are our canaries in the coal mine. They invite us to pause, reflect, and pivot our approach. As champions of agility, our resilience lies in our ability to adapt, to continually realign with agile values and principles, and to reassert our roles, not just for our relevance but to sustain the health and agility of the teams and organizations we serve.

And, coming back to the introduction, please do not fool yourself; sometimes, it is time to move on.

Have you previously experienced a decline in your ability to support your team and organization? If so, how did you react? Please share your insight via the comments.

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Stefan Wolpers: Stefan, based in Berlin, Germany, has worked for 18-plus years as a Product Manager, Product Owner, agile coach, and Scrum Master. He is a Professional Scrum Trainer (PST) with Scrum.org and the author of Pearson’s “Scrum Anti-Patterns Guide.” He has developed B2C as well as B2B software, for startups as well as corporations, including a former Google subsidiary. Stefan curates the ‘Food for Agile Thought’ newsletter and organizes the Agile Camp Berlin, a Barcamp for coaches and other agile practitioners.
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