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Why might managers not make effective Scrum Masters?

They often micromanage teams

Managers might not make effective Scrum Masters primarily because they often micromanage teams. In the Agile framework, particularly Scrum, the emphasis is on self-organizing teams that work collaboratively. When managers micromanage, it undermines the team’s autonomy and their ability to take ownership of their work. This can lead to a lack of trust and innovation within the team, which is counterproductive to the values and principles of Agile.

In contrast, a successful Scrum Master facilitates the Scrum process by coaching the team to work together more effectively, fostering an environment where team members feel empowered to contribute their ideas and solutions. By stepping back and allowing the team to self-organize, a Scrum Master can help them develop their skills, improve their processes, and achieve greater productivity.

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They lack knowledge on the Scrum Framework

They do not perform administrative tasks

They focus on individual performance over team growth

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