The interesting article of Jesus reflects indeed a major challenge for the scrum masters as showing that this new role is essential (on a full time base) is also part of the daily activities..(depending on the transformation stage and management ) And there is pith fall 1 already  : this feeling of showing that you’re needed (and for some being the best .. the Hero SM ) should be applied on a strategic way, implying constantly the learning phase of the team/members/managers/stakeholders. Showing results later than when your intervention (in advice/instruct/command mode ) is saving them from failures and the feeling of loosing control (feel the pain - the unstable ground - realise that being selfish is a pure waste of time and value ). Saving them from taking real ownership and understanding that Agile and Agility is not about frameworks, process changes, Lego’s and post it’s but about a real change in looking to the future and our actual own brainstormed way of thinking, being controlled and accepting the ‘’shape ‘’ mentality as standard for ourselves without never challenging that. Without going to far: scrum master needs first of all to awake people and keeping them awake constantly..instinctively no one is ready to start that Agile Journey without decent steering of a servant leader.. possibly a scrum master..  ( according to me : detect, observe team and members individual improvement points and try to find the best way involving as much visual tools/techniques as possible is the best manner for a scrum master to improve in his art involving the evolutive understanding of the human brains and linked activities. ( Neo Cortex/Limbic )). Steering individuals and teams having this approach will (possibly)create a different link with them ending up in real trust, respect and more acceptance of that new journey supported by a scrum master.
The new part in the Agile story is that ‘’emotions/feelings’’ are taken into account ..and this is ‘’key’’ meaning that are famous friends ‘’ Mr EGO’s ‘’ building up there big walls since years .(even on non management  level ) are questioned .., provoked by this new realistic way of approaching our work environment based on personal evolution and evaluation ( brainstormed since a long time  ) Where working together with trust to a common goal and challenging each other with respect is counter intuitive. The scrum master is the only one that can make this happen on a daily base by his different guidance.  2.0 companies even the one with the most funky transformation sponsor are far from ready to accept and understand what this REALLY means and implies.. and that’s normal. Situations where the sponsor becomes blocker once he really needs to change and strongly assist his transformation initiative are actual reality. Getting agreement to really obtain shared transparency of emotions and feelings is a big step, learning this for a scrum master even being servant leader minded takes years and a lot of difficult situations to face.. ( not courses only) .. changing humans ( mental models ) is at the end the goal.. what ever fine-tuned frame work you’ll use to create value on an incremental manner.
The Scrum master is as well the one who takes details and assumptions as major points to observe and react on.. Agility is covering the fact that the details  in our previous standards were taken as details ! Meaning with this that we assumed to much that the small parts between the big blocks ( ex : interactions between 2 entities  ) were covered or ‘’ enough ok ‘’ to consider this as not part of the discussion when developing a vision, strategy or product ..  you all know we were obviously wrong  ! Again, all about humans ( not resources ).. and how they sharp the reality of life,(system thinking ) how they communicate with each other ( trust ).. having this understanding and constantly look for personal improvement methods in that area is according to me (also) essential for a scrum master.
Looking from this perspective you could say that a scrum masters  mission is  to create a very small (agile) reenforcing loop at the start and feed it along the transformation way with new elements..
Scrum masters should also be transparent on their way of challenging their own personal behaviour, ownership and limits.. it is essential to show that you also have difficulties adapting to this new mindset and that continuous improvement starts with being critical, challenging with ourselves. Real ownership is key and stays a challenge even for experienced people.. being transparent on this, share your failures, shows we’re all fighting for the same cause .. helping each other .. realising there is more potential in ourselves  then we thought - in fact our key common goal. 🙂
Difference in approach  for scrum masters steering project teams or fixed teams can be made as well I think..
Obviously a scrum master should be able to play with much more than scrum only and have on overall view of all a lot of frame works / tools / techniques knowing that fine tuning to reality and making things visual is the only approach that will possibly show value ! Being pragmatic knowing of course what’s in the books.. being able to apply agility in all kind of industries, being very good in improvisation , pitching, facilitation in all aspects,  that is what according to me is key in that role. ( as well 🙂
I do realise that some elements here can be seen more as coaching items but the border between those 2 roles is thin according to me ..  (although the way of acting/questioning is different of course )
A question that is coming up more and more these days from my side is : should we not start to challenge that ‘’ROLE’’ name .. to avoid wrong perceptions ?.. (scrum focus ) maybe time to do this …?
Again thx for giving me the opportunity to share my actual vision about the scrum master role..
Cheers
The interesting article of Jesus reflects indeed a major challenge for the scrum masters as showing that this new role is essential (on a full time base) is also part of the daily activities..(depending on the transformation stage and management ) And there is pith fall 1 already  : this feeling of showing that you’re needed (and for some being the best .. the Hero SM ) should be applied on a strategic way, implying constantly the learning phase of the team/members/managers/stakeholders. Showing results later than when your intervention (in advice/instruct/command mode ) is saving them from failures and the feeling of loosing control (feel the pain - the unstable ground - realise that being selfish is a pure waste of time and value ). Saving them from taking real ownership and understanding that Agile and Agility is not about frameworks, process changes, Lego’s and post it’s but about a real change in looking to the future and our actual own brainstormed way of thinking, being controlled and accepting the ‘’shape ‘’ mentality as standard for ourselves without never challenging that. Without going to far: scrum master needs first of all to awake people and keeping them awake constantly..instinctively no one is ready to start that Agile Journey without decent steering of a servant leader.. possibly a scrum master..  ( according to me : detect, observe team and members individual improvement points and try to find the best way involving as much visual tools/techniques as possible is the best manner for a scrum master to improve in his art involving the evolutive understanding of the human brains and linked activities. ( Neo Cortex/Limbic )). Steering individuals and teams having this approach will (possibly)create a different link with them ending up in real trust, respect and more acceptance of that new journey supported by a scrum master.
The new part in the Agile story is that ‘’emotions/feelings’’ are taken into account ..and this is ‘’key’’ meaning that are famous friends ‘’ Mr EGO’s ‘’ building up there big walls since years .(even on non management  level ) are questioned .., provoked by this new realistic way of approaching our work environment based on personal evolution and evaluation ( brainstormed since a long time  ) Where working together with trust to a common goal and challenging each other with respect is counter intuitive. The scrum master is the only one that can make this happen on a daily base by his different guidance.  2.0 companies even the one with the most funky transformation sponsor are far from ready to accept and understand what this REALLY means and implies.. and that’s normal. Situations where the sponsor becomes blocker once he really needs to change and strongly assist his transformation initiative are actual reality. Getting agreement to really obtain shared transparency of emotions and feelings is a big step, learning this for a scrum master even being servant leader minded takes years and a lot of difficult situations to face.. ( not courses only) .. changing humans ( mental models ) is at the end the goal.. what ever fine-tuned frame work you’ll use to create value on an incremental manner.
The Scrum master is as well the one who takes details and assumptions as major points to observe and react on.. Agility is covering the fact that the details  in our previous standards were taken as details ! Meaning with this that we assumed to much that the small parts between the big blocks ( ex : interactions between 2 entities  ) were covered or ‘’ enough ok ‘’ to consider this as not part of the discussion when developing a vision, strategy or product ..  you all know we were obviously wrong  ! Again, all about humans ( not resources ).. and how they sharp the reality of life,(system thinking ) how they communicate with each other ( trust ).. having this understanding and constantly look for personal improvement methods in that area is according to me (also) essential for a scrum master.
Looking from this perspective you could say that a scrum masters  mission is  to create a very small (agile) reenforcing loop at the start and feed it along the transformation way with new elements..
Scrum masters should also be transparent on their way of challenging their own personal behaviour, ownership and limits.. it is essential to show that you also have difficulties adapting to this new mindset and that continuous improvement starts with being critical, challenging with ourselves. Real ownership is key and stays a challenge even for experienced people.. being transparent on this, share your failures, shows we’re all fighting for the same cause .. helping each other .. realising there is more potential in ourselves  then we thought - in fact our key common goal. 🙂
Difference in approach  for scrum masters steering project teams or fixed teams can be made as well I think..
Obviously a scrum master should be able to play with much more than scrum only and have on overall view of all a lot of frame works / tools / techniques knowing that fine tuning to reality and making things visual is the only approach that will possibly show value ! Being pragmatic knowing of course what’s in the books.. being able to apply agility in all kind of industries, being very good in improvisation , pitching, facilitation in all aspects,  that is what according to me is key in that role. ( as well 🙂
I do realise that some elements here can be seen more as coaching items but the border between those 2 roles is thin according to me ..  (although the way of acting/questioning is different of course )
A question that is coming up more and more these days from my side is : should we not start to challenge that ‘’ROLE’’ name .. to avoid wrong perceptions ?.. (scrum focus ) maybe time to do this …?
Again thx for giving me the opportunity to share my actual vision about the scrum master role..
Cheers