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I keep hearing it at meetups, in interviews, on LinkedIn. A Scrum Master says, with a straight face and a bit of pride: "my job is to make myself obsolete."And every time I hear it, I think: so you've decided when you're done growing?The three levels of servingThe Scrum Guide says the Scrum Master serves the Scrum Team, the Product Owner, and the organisation. Three levels, all pointing outward. Coach the team toward self management. Help the PO with the Product Goal, Backlog. Lead the organisation in its adoption.Fine. But in my opinion there odd to be a fourth level, and it is actually one nobody talks about. It's the one you're standing on. YOURSELF!Not in a self care, protect your energy way. I mean your craft. Your own continuous adaptation as a practitioner. The Scrum Master who serves three levels and skips the fourth is running on whatever they learned and know. Why "obsolete" bothers meLet me steelman it first, because the phrase isn't stupid. What people usually mean is that the team shouldn't depend on them. The team should be able to facilitate their own Sprint Retrospective. They should handle their own conflict. They shouldn't need someone to hold their hand through Sprint Planning. That's a real goal and a good one.But listen to what the phrase actually says. It puts a finish line in the sentence. It says: there's a point where this is done. It's the attitude and mindset you bring in your craftmanship.Agility doesn't have an end state. That's the whole premise. Inspect and adapt, forever, because the world keeps moving. So why would your own practice be the one thing in the building that arrives?When I hear "I'm making myself obsolete," I hear "I stop evolving at a certain level." I hear someone who has decided that competence is a destination.You can't see the destination from where you're standingHere's the thing that makes the phrase indefensible.Say you help a team move from X to Y. They absorb everything you taught them. They're at Y now. Is the team done? Obviously not. But nobody could have described what comes next from where they stood at X. The next problem was invisible from there. It only shows up once you arrive, in a form you didn't choose, and then you inspect and adapt.That's why we prefer continuous adaptation over continuous improvement. Improvement assumes you know the direction. Adaptation admits you don't, and that you'll find out by inspecting what's actually in front of you.And this cuts both ways. While you're helping the team improve, become self managing, deliver value more effectively, you also have to be inspecting, learning and adapting your own craft. Because what shows up at Y will ask for things you don't have yet. Things you didn't need at X. Things you couldn't have known you'd need."I'm making myself obsolete" ends the story at Y. It assumes you looked at a struggling team and correctly predicted the destination. It would be arrogant beyond words to think you can see that far. This may sound like nitpicking over a phrase, but I think it says something about the Scrum Master's mindset and attitude. What does this fourth level look like?Concretely, there's more available to you than you'll ever have time for.Go to conferences and meetups. Not for the slides, for the people. Ten minutes with someone who solved a problem you're stuck on beats a day of talks.Set up or join a Scrum Master guild. A room where practitioners bring real cases and get challenged on them is the cheapest development you'll ever find.Take new courses, and pick the ones that stretch you rather than the ones that confirm what you already do well.Learn outside the Scrum bubble. Facilitation, systems thinking, product discovery, organizational design, coaching.Write and share. Blog, vlog, post, whatever fits you. Putting an idea on paper forces you to find out whether you actually understand it. Sharing it means someone will push back, and that's the point. Yes, it is uncomfortable, but this is how you learn.Find a peer and observe each other's facilitation. Ask for the feedback that stings, not the feedback that's polite.Read outside your field. Some of the most useful things I've applied to teams came from books that never mention Scrum.Take the assignment that scares you. The new domain, the hostile stakeholder, the team nobody wants. That's where you find out what you don't know yet.And running through all of it: get comfortable being uncomfortable. Every item on that list puts you somewhere you don't look competent for a while. That's not a side effect, that's the mechanism. If everything you do still feels easy, you're maintaining, not growing.The bottom line: there is no shortage of ways to develop yourself. There's only the choice to do it or not.So retire the phraseIf you want to say "this team shouldn't depend on me for basic facilitation," say that. It's a good sentence and it's true.But don't dress it up as making yourself obsolete, because that phrase carries a promise you shouldn't be making. There is no version of this job where you're finished.The teams grow. The organisation shifts. The work gets harder in ways you can't predict. Your job isn't to become unnecessary. It's to stay worth having.
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| # | Наименование новости | Тональность | Информативность | Дата публикации |
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| 1 | Do We Need A New Scrum Guide?! | 0 | 12.09 | 11-09-2026 |
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| 7 | Nobody Owns Whether it Worked. | 0 | 8.63 | 29-09-2026 |
| 8 | Scrum's Protocol Is Easy to Copy. Its Agenda Is Not. | 0 | 14.4 | 27-09-2026 |
| 9 | 🎉 Published: Scrum Team Magazine - October 2026 - Issue #2 | 0 | 15.71 | 30-09-2026 |
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