My second piece of advice is to go into the role of ScrumMaster with the intention of making the role of ScrumMaster for this team unnecessary. Create such a high-performing, self-organising team, with such a good relationship with the product owner, with such a keen understanding of the Scrum framework (and the principles behind the framework) that they don’t need any facilitation (of either process or people) and have no impediments left to remove. In other words, be so great that they don’t need you anymore. I’m not saying this will definitely happen, but the more you aim for it, the more
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