So, my answer to hiring managers is straightforward. In my perception, the ScrumMaster is not a role that any stakeholder can play. At work, we have a standard job description for a ScrumMaster that lists pre-requisites for knowledge, skills, and experience, but the most important part during the ScrumMaster interview process are the scenarios or situational questions that I ask. I do so to learn if these potential ScrumMasters are able to better understand how they make decisions, respond to difficult situations, resolve conflicts, and motivate and inspire their teams.
I have also witnessed multiple examples of successful teams that did not have a separate title for a ScrumMaster. In those cases, one of the team members would become a designated part-time ScrumMaster. I’ve seen a business analyst, development lead, or one of the cross-functional team members being labeled a ScrumMaster on a team. In these cases, the team perceives the ScrumMaster as one of the cross-functional team members, and the other team members eagerly relate with this person. In all successful cases, the ScrumMaster is a natural leader on the team, an effective communicator, and is respected by the team members for being knowledgeable and fair.
Is the ScrumMaster a Stepping Stone in One’s Career or a Career in Itself?
This question, so seemingly simple, raised a lot of concerns from the ScrumMasters I have dealt with throughout my coaching experience. If you work for a startup, you may be less concerned with your career progression. If you are a successful ScrumMaster working in a corporate environment and your colleagues are progressing up a corporate ladder, you may ask yourself some questions like the following: What is my next step? If I have been a ScrumMaster for three or five years, does that mean I am not making a good career decision? What should be my next career move?
Many practitioners think that the ScrumMaster is a role, so prefixes such as “junior” or “senior” are not applicable. There is no such thing as a “senior leader” or a “junior leader.” While this logic may sound appealing, I disagree.
If you are a permanent company employee in a corporate setting, titles matter. Titles reflect the level of experience, complexity of the job, and perceived employee contribution to a company’s success. Companies differ in the way they define ScrumMaster career progression. Some companies use titles to designate levels of ScrumMaster maturity (e.g. labels like junior ScrumMaster, senior ScrumMaster, or agile coach) or complement titles by departmental levels (labels like manager, lead, director, etc.), but in each case, it is important to have a known and communicated career path within organization.
In this case, the career path should have a set of clearly defined and well-documented requirements associated with each title based on experience, skills, certifications, role, the number of teams, coaching and mentorship responsibilities, and a number of other criteria that fit company’s existing structure, title designations, and staff hierarchy. Once there is transparency and a shared understanding of the levels, ScrumMasters can see their title as a career and not as a stepping stone to their next, more exciting assignment.
Having a defined career path for a ScrumMaster does not mean that a ScrumMaster is expected to move in this pre-defined direction. Nowadays, most advanced companies support their employees in so-called “lattice” career advancement versus “ladder” career advancement, as defined in The Corporate Lattice: Achieving High Performance in the Changing World of Work by Cathleen Benko and Molly Anderson. According to this book, the word “ladder” refers to a traditional (vertical) career progression, which relies on titles and hierarchies; however, the career landscape is changing. As organizations become flatter, work becomes increasingly virtual, collaborative, and dispersed. Careers zig and zag. As a result, a “lattice” (horizontal) career model is better suited for today’s global business in which employees do not need a vertical progression to be defined anymore. This includes moving to different roles within the same organization, learning new skills, and mastering adjacent (and in some cases, totally new) areas of responsibility. Many of the ScrumMasters I know moved into product ownership, product development, and even into executive roles within their companies.
Why, you will ask? Because the qualities I described in this article as being important for a ScrumMaster are the ones that define a successful business professional, from a C-level executive to a successful entrepreneur or an agile team member. A ScrumMaster is more than a role or a title, it is a state of mind based on a strong commitment to agile values and dedication to the team and its success.