“A Scrum Master is a self-defeating role. If you have worked yourself out of a job, then you’ve succeeded.” – Peter Merel
Peter Merel challenges the very notion of the Scrum Master as a permanent organizational role. He argues that calling someone a “master” makes everyone else a servant — the opposite of what agile teams need. Instead, Peter advocates for leadership as a service, where every team member provides leadership to their team and every member of a swarm provides leadership to their swarm.
He points to the Haudenosaunee Confederacy — the successful direct democratic republic that existed in North America before the USA, and which influenced the American founding fathers — as a model for distributed leadership. The protocol is simple enough to apply universally, regardless of organizational structure. Peter’s practical approach to success measurement is equally compelling: build a thin steel thread of alignment, prove it works in 8 to 12 weeks, then split it and backfill with the most progressive people in the organization.
He describes growing a group of 300 in just 9 months using this approach. The key insight is that coaches should not think of themselves as change agents, but rather as people who transform change participants into change leaders. Once a team can self-organize without you, your job is to move on to the next challenge — and that’s what success looks like.
In this episode, we refer to the concept of leadership as a service and the XScale Alliance.
Self-reflection Question: If you stepped away from your team tomorrow, could they self-organize effectively — and if not, what’s the one thing you could teach them this week that would bring them closer to not needing you?
Featured Retrospective Format for the Week: Quality Circles
Peter Merel recommends quality circles as a cross-team retrospective format drawn from the Toyota Production System. The concept is simple but powerful: take three teams of six people and break them into six quality circles of three — one person from each team in each circle. These circles meet regularly for 10 to 30 minutes, ideally before team planning sessions, to share problems, ideas, and ways they can help each other.
The magic of three people is that while one person explains, another listens, and the third is already thinking about where the conversation goes next — creating what Peter calls “a beautiful hum.” Each circle brings two kinds of ideas back to their team: proposals for work that would benefit the teams as a whole, and treaties — working agreements between teams.
The teams remain autonomous and can decide how to respond. Peter emphasizes that this approach scales naturally — representatives from groups of teams can form quality circles at higher levels, keeping face-to-face communication alive across entire organizations. As Peter puts it, “Learnings flow across the organization — and that’s more valuable than anything you can come up with in a retrospective by yourself.”
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About Peter Merel
Credited in the first agile book (XP Embraced), keynoted the first agile conference, invented the first agile training game, founded the xscale alliance, authored the agile way, Peter developed software by hand for forty years, coached agile in person for twenty years, and is working now to revolutionize the AI alignment landscape.
You can link with Peter Merel on LinkedIn. You can also find his work at agile.way.pm.
