A few weeks ago, I came across a blog post titled “Scrum Masters Are the Most Useless Role in Tech.” I left a long comment there which garnered some good response and I want to share the crux of my argument here as this topic always sparks strong reactions.
Some genuinely feel the way the blog went, while some will strongly disagree. Having served as a Scrum Master both full time and in hybrid roles I’ve had the experience of both good and bad.
I’ve seen Scrum Masters who unfortunately lack empathy and instead of being masters of the framework, end up as task masters or ritual masters. The role was never meant to police teams. It’s about servant leadership, not control. Like any role, it’s not for everyone. But the certification industry has made it seem like anyone with a badge can instantly perform the role perfectly, and that has in many ways, devalued the role itself.
I have also seen amazing scrum masters who bring tremendous value when a new teams especially as they are forming, helping them understand and follow the framework properly. As the team matures and becomes self-organizing, you don’t need to show up at every stand-up. At that stage, your focus should shift to improvement backlogs, team maturity, and helping them become self-managed and help them focus on value.
When I worked with new teams, my goal was always to make them self-sufficient within 3–6 months and then help them drive their own improvement goals while I moved on to other teams.
If I’ve done my job well, the team shouldn’t need me daily. That’s the paradox of the Scrum Master role. Success means making yourself less needed.
Of course, not every team journey is the same. Some teams resist collaboration; some individuals thrive only on personal heroics. For them, Scrum (and teamwork in general) can feel like friction.
I’ve even been called a ‘Scum Master’ once. they left out the ‘R’ intentionally. 😂 And that’s fine 😄 One thing I have learned in agile is that change takes time.
The key is to keep bringing people along even when they resist. Scrum won’t work for those who only enjoy working in silos, and that’s a reality we have to navigate with patience.
I still believe we, as an Agile community, need to take critical feedback seriously, even the harsh kind.
These perceptions persist partly because organizations rarely offer clear career paths for Scrum Masters. You’re often expected to be a Project Manager, Program Manager, or “graduate” into a coach role. But not everyone wants (or gets) that opportunity.
If you’ve ever loved being a Scrum Master, working with teams remember — you’ve developed skills that are essential for any organization going through change: facilitation, empathy, systems thinking, and continuous improvement.
Maybe it’s time for the Scrum Master community to reimagine what career growth in this role can look like beyond just the framework.
Penpositive 
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