I’m sick of hearing my Scrum Masters quote the Scrum Guide!
That’s what a manager told me several years ago. He wasn’t frustrated with Scrum itself. He was frustrated with the way it was being delivered.
While reflecting on his words it made me think about how often I was doing it, and he was right. From that point on, unless I'm teaching a Scrum course and need a reference, I consciously try to keep those words in mind when trying to get my point across.
The Scrum Guide since its introduction in 2010 has been a powerful reference for me. The cover page states The Rules of the Game. Each word of each sentence has been carefully chosen. It outlines Scrum’s events, accountabilities, artifacts, and commitments in 14 pages. But when Scrum Masters rely on reciting it verbatim instead of facilitating understanding, they miss the point.
A good servant leader doesn’t quote the rules. Instead they help people understand the why behind them.
🔹 The Scrum Guide is a Compass, Not Scripture
Early in my career, I played the role of the “Scrum Police.” I thought quoting the Guide made me credible. But strict adherence without context rarely serves the team.
I once resisted a team’s request to shorten a Sprint around Thanksgiving. They were traveling, stakeholders were unavailable for the Sprint Review, and it made total sense. But I pushed back: “The Guide says Sprints must be of consistent length.” I cringe now just thinking about it.
Scrum is intentionally minimal. It sets boundaries, not commandments. Teams are encouraged to add complementary practices that suit their context. Quoting the Guide is easy. Explaining why it matters in a real-world moment is the real skill.
🔹 Quoting ≠ Understanding
When I quoted the Guide, I thought I was modeling good Scrum. But over time, I noticed it shut down conversation. It made me the authority instead of the facilitator.
I remember advising a team that they must use the three Daily Scrum questions (back when the Guide still listed them). They hated the Daily and didn't see the point. “Can we just meet once a week instead?” they asked.
Instead of forcing the format, I invited them to define what would make the Daily Scrum useful. They experimented with a new approach, and eventually the event became theirs. That’s what self-management looks like. And yes, Scrum Masters are leaders.
🔹 Be a Teacher, Not a Preacher
Great Scrum Masters don’t lecture. We don’t talk down. We don’t say, “Here’s what the Guide says.” Instead, we ask, “What’s important to you?” and “What might help us grow?”.
The best Scrum Masters move fluidly between stances: teacher, coach, mentor, facilitator. A coach once told me to think of it like a dance.
When people co-discover principles with the team, they take ownership. And when they take ownership, change often sticks.
🔹 Context is Everything
Scrum exists for complex work, which means one-size-fits-all thinking doesn’t work.
A former team of mine once wanted to skip the Sprint Retrospective and go out for lunch after a stressful release. Strictly speaking, that breaks the rules of the game. But team morale improved. They returned re-energized and reconnected. That lunch was the Retrospective, just not in the usual format.
Yes, uphold Scrum. But don’t confuse compliance with impact.
🔹 Trust Is Earned Through Relevance
Teams start paying attention when Scrum helps them, not when it’s recited at them.
I once tried introducing the Sprint Goal early in a team’s journey. They ignored it. So I waited. A few Sprints later, they complained about being pulled in too many directions. That was my coachable moment.
“What if we had a way to clarify our focus?” I asked. “Something that helps us decide what’s in and out?”.
They were ready. The Sprint Goal became theirs, not mine.
From Quoting to Coaching
Mastery isn’t about memorizing the Guide. It’s about asking questions that invite reflection, ownership, and insight.
Here are some powerful alternatives to try:
📅 Sprint Planning
Instead of quoting: “The Sprint Goal is the single objective for the Sprint.”
Ask:
What’s the next best step toward our Product Goal?
Why is this Sprint worth $15,000 of the company’s money?
What would make stakeholders say, “Wow, that was a great Sprint”?
⏰ Daily Scrum
Instead of quoting: “The Daily Scrum is a 15-minute event for the Developers.”
Ask:
Are we inspecting progress towards our North Star, aka the Sprint Goal, and replanning our work or just giving updates?
How might we make these 15 minutes more energizing and focused?
What gets in the way of keeping this short and meaningful?
📆 Sprint Review
Instead of quoting: “The Scrum Team presents the results of their work…”
Ask:
How can we make this a two-way collaborative working session with stakeholders?
What feedback could help us pivot or improve?
What surprised us, and what might we do differently next Sprint?
🧠 Sprint Retrospective
Instead of quoting: “The team plans ways to increase quality and effectiveness.”
Ask:
Where did we thrive this Sprint? What got in our way?
What one small change could make a big difference?
If we didn’t have to ask permission, what would we try next?
🧑🎓 Team Growth & Self-Management
Instead of quoting: “Scrum Teams are self-managing.”
Ask:
What decisions are we ready to own as a team?
Where are we still seeking permission, and why?
How can I support your autonomy without micromanaging?
🕠 Final Thought
The Scrum Guide is a tool, not a script.
Don’t just teach Scrum. Help people live it.
Yes, it takes practice. Yes, it’s harder than quoting lines. But when you move from quoting to coaching, you unlock something more powerful: teams that own their growth, value, and direction.
Scrum on.