A Scrum Master’s Role as a Coach and a Mentor (Part 2) with Jesus Gerardo de la Fuente Garcia

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This week, Dan Neumann is joined by the AgileThought colleague Jesus Gerardo De La Fuente Garcia to continue the conversation started in Episode 159 about the many hats of a Scrum Master. In the previous episode, they dove deep into the role of a Scrum Master as a teacher and today you will hear their discussion about the roles of mentor and Coach.

In this episode, Gerardo outlines the differences between mentoring and coaching, explaining the various functions a Scrum Master assumes in each of these roles.

Key Takeaways

What does a Scrum Master’s coaching position look like?
- Coaching begins when the team understands the why and the what, behind their everyday practices.
- A Scrum Master as a Coach opens space for his/her team to experiment, he/she shows new perspectives and possibilities, but before these are possible, there needs to be a relationship based on trust.
- A Scrum Master needs to stimulate a culture of continuous improvement as well as to support the team in problem-solving and conflict resolution.
- A Coach helps to change attitudes, mindsets, and behaviors that restrict the team to perform in the best way possible.
- Giving open and honest feedback is also the chore of a Coach.
- A Scrum Master should support and encourage collaboration with the Scrum Teams.
A Scrum Master as a Mentor
- The team has a full understanding of the values and principles, and in a way, they have the same knowledge as a Coach.
- A mentor is an inspiration to others and guides people to personal and professional growth.
- A mentor needs to be ready to serve others before his or herself.
- A mentor helps the team to become more and more resilient.
- A Scrum Master as a mentor finds what motivates each member of the team and helps them to identify their own goals.
- A Mentor promotes these three habits: Thinking, Feeling, and Executing.

Mentioned in this Episode:

Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, by Lyssa Adkins

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