“A big part of the Scrum Master role is to work as a router—handling a lot of conversations with a lot of different devices, even though the internet is coming in through one cable.” – Wasim Osman
For Wasim, success as a Scrum Master looks like a router in a house: many conversations, many stakeholders, all flowing through one point that has to prioritize, schedule, and stay on time. If the router slows down, everything downstream stalls—and the Scrum Master becomes the blocker.
Early in his career he was overwhelmed juggling three or four engineering teams, so he built himself a personal Kanban board and ran his own quick standup every morning and again at the end of the day, just to see what moved, what stalled, and why. Getting organized with himself is when the work started to feel satisfying, because he stopped being the bottleneck. But he’s honest about the hardest part: people rarely tell you to your face when you’re slowing them down.
The feedback is already there—you’re just not hearing it. So you have to ask for it, react well when you get it (or people stop offering), and sometimes name the awkward truth first: “Our meetings used to be better—what happened?” That opening gives everyone permission to be honest.
Self-reflection Question: If you’re the “router” for your teams, where are you quietly becoming the bottleneck—and who would tell you if you were?
Featured Retrospective Format for the Week: What Went Well / What Went Wrong / Outliers + Open Discussion
Wasim’s go-to retrospective is deliberately bare-bones: what went well, what went wrong, and—the part that makes it his own—what were the outliers, followed by open discussion.
He added the “outliers” question years ago after noticing that team members kept raising points that weren’t clearly good or bad, but were still significant enough to discuss. Outliers give people “a bucket for sharing information that has no polarity”—an early signal about the future, a quiet concern, something that doesn’t fit the other two columns but matters.
He sometimes pairs it with lightweight metrics: sprint completion rate, or tickets that sat too long in review or QA, surfacing patterns the team wouldn’t otherwise notice.
Self-reflection Question: What “outlier” signal has your team been sitting on—neither a win nor a problem yet—that deserves an open conversation before it becomes one?
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About Wasim Osman
Wasim Osman is a seasoned Agile Coach and a Product Owner at Orkestra SCS. He launched his agile career at a Silicon Valley startup based in New York, then spent years coaching teams across Canada, helping organizations transform how they deliver value. Wasim brings a rare blend of agile discipline and product thinking. He’s passionate about building technology that drives real business impact.
You can link with Wasim Osman on LinkedIn.
