From my experience working with businesses, I’ve seen countless managers fall into the same trap: they blur the line between visibility and control. It’s rarely malicious, but the consequences can be severe. The pressure to show that they’re “in control” often leads them to micromanage, trying to grasp every little detail in hopes of reducing their own stress and uncertainty. It’s a common struggle, and when left unchecked, it creates a toxic cycle of stress, frustration, and inefficiency.

In our years of working with various organisations, there is one challenge that has repeatedly caught our attention: Leaders struggling with effective delegation. Even the most capable executives can become deeply involved in tasks which have nothing to do with their core responsibilities. Rather than empowering their staff by leading and supporting their self-sufficiency, they step into the trenches and waste their time on work in which they should have no business being involved.

Scrum Masters and Agile Coaches play a crucial role in guiding teams through the Agile development process. However, those who are junior or new to the role can face significant challenges in effectively managing their teams, projects and their own workflows. This article explores the common issues faced by Scrum Masters, analyses the underlying problems, and proposes some guidance through team optimisation, leadership development, and process improvement.