As a Scrum Master, ever ask yourself where you should sit to most effectively facilitate your team? It may be a seemingly trivial concern, but where you sit has the power to make or break team collaboration, communication, and autonomy.
Let’s take a closer examination of how the seemingly harmless question of “Where does the Scrum Master sit?” can impact team dynamics and how to select the optimal spot depending on what your team requires.
Why Proximity to the Team Matters?
The most apparent advantage of working near your development team is having easy communication. You can have blockers passed to you quickly, ask a question, or talk through issues if you happen to be close by. It makes it possible for you to see the day-to-day operations of the team and be able to help them in real-time.
Most Scrum Masters have seen the benefits of being this close. It is the unstructured, informal talk that provides the space for underlying issues to be revealed or new, innovative ideas to surface. Close working is what the Scrum Guide promotes, and being near facilitates that environment by default.
Finding the Balance Between Being Present and Being Independent
Being too close all the time, though, can sometimes have a side effect—dependence.
If there is a Scrum Master present, then the team can start expecting their opinion on all decisions. This contradicts one of the main principles in Agile: self-organization. The intention is to make the team an efficient decision-making team by itself instead of depending upon the Scrum Master for that.
There was a time in my career when I was constantly sitting with my team. Although initially this allowed communication to be improved, I saw the team start to hold back from making even minor decisions without consulting me. When I finally started to step back a little, they slowly started to take more initiative themselves, leading to braver and more capable people.
Organizational Responsibilities and Broader Responsibilities
A Scrum Master’s work isn’t done only with the development team. You tend to need to talk to product owners, managers, and stakeholders, and also participate in cross-team meetings. These often take you away from the desk or the team location.
In remote or hybrid teams, a Scrum Master can be with one team, but not necessarily in the physical vicinity of all of them. In that scenario, changing between team rooms or having a central, neutral point can balance visibility and availability. As remote and hybrid work increases, “sitting with the team” is no longer. Being present today is more about being virtually available than sitting next to your team.
Remote Scrum Masters employ tools such as Slack, Microsoft Teams, Zoom, or Jira that keep them connected. Video calls on a regular basis, mini-check-ins, and maintaining an “open virtual door” keep people engaged despite you being in different rooms. Your communication style and responsiveness become more important than your location here.
Shifting Your Style to Fit the Needs of Your Team
There is no one-size-fits-all principle concerning where a Scrum Master should sit. Every team differs. Some teams need more direction, and some do better when provided with some space. Your organization’s structure, the maturity level of your team, and yourself will dictate what will best work.
The most important thing is flexibility. You, as a Scrum Master, must always be watching and measuring what impact your current configuration is having on the team. You begin by sitting with them each day, but then gradually transition to a back-seat approach as they grow stronger and independent.
So where does the Scrum Master sit? The reply is: It depends. Sometimes sitting with the team facilitates good communication and trust. Other times, backing off and giving them room allows them to mature. Your job is to size up the situation, be adaptable, and figure out the appropriate blend of being there and letting the team do it independently.
Always keep in mind that your final aim as a Scrum Master is not only to rule processes, but to create a self-organizing, self-assured team who can make decisions and solve problems independently.
Why HelloSM – Best Scrum Training Institute in Hyderabad?
We at HelloSM are of the view that we empower Agile teams by initiating intelligent leadership practices from where a Scrum Master is seated to enabling team autonomy. Being the number one Scrum training institute in Hyderabad, our courses that are expert-driven do away with theory, with hands-on learning on actual Scrum issues such as team dynamics, servant leadership, and good facilitation.
Whether you’re a fresh Scrum Master or an experienced Agile expert, HelloSM gives you the mind-set and know-how to make sound decisions such as when to get close and when to step back. Let’s build a strong Agile career together with the proper knowledge, certifications, and network.
Frequently Asked Questions
- Is it mandatory for a Scrum Master to sit with the development team?
No, it’s not mandatory. While sitting with the team has benefits, the ideal location depends on factors like team maturity, company structure, and your other responsibilities.
- Can a Scrum Master sit away from the team and still be effective?
Yes, especially in mature or remote teams. As long as the Scrum Master stays engaged, accessible, and supportive, physical distance doesn’t affect performance.
- What’s the risk of being too close to the team?
Being too close can make the team dependent on the Scrum Master for decisions. This can limit their growth and reduce their confidence in self-management.
- What if I’m managing multiple teams? Where should I sit then?
In such cases, rotating between team areas or choosing a neutral space can help. Make sure all teams feel your presence and support without overcommitting to one group.
- How can I stay connected with a remote team?
Use collaboration tools for regular check-ins, encourage open communication, and maintain a visible presence through chats or video calls. Virtual presence is key.
- Should I change my seating strategy over time?
Absolutely. As your team grows and evolves, so should your approach. Be open to shifting your position based on what helps the team succeed the most.