The Scrum Master role in an organization can be difficult. You live between a rock and a hard place. You’re influential but you probably don’t have any real power. You’re not a project manager but you’re on the hook for delivering. You’re asked to promise dates when the best you can give is a forecast. You’re long on responsibility and short on power. (Awesome.) But you do it because it’s a great job, right? There’s nothing like helping your team come together and deliver actual working software. It takes a special kind of person to be Scrum Master — . . .