One of the top responsibilities of a Scrum Master is to help create high-performing teams.
Why is it then that in almost every organization, Scrum Masters are treated like little project managers who take notes, schedule meetings, and run reports to deliver to management?
Then, to top it off, the organization hires or contracts with (expensive) Agile Coaches to do the work that the Scrum Master should be doing his/herself.
Realize that a good Scrum Master is a force multiplier for a team when they are skilled not only in agile methods and practices but also their ability to “coach” to bring the most out of every individual on the team to successfully deliver value to their customers.
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