The often misunderstood Role of Scrum Master

The Scrum Master is often misunderstood about his role

The Scrum Master role is often misunderstood as the following…

The Scrum Police Officer adheres to the rules of Scrum without any sympathy for the team’s status and background. If you are not following the Scrum guide, if you think so, you are doing it wrong!
Hero indulges in grand heroism – this is the Super Scrummaster! It’s not about the team, it’s about elevating his status as a hero.
The Scribe takes notes during each Scrum activity. Write the overall Sprint plan, daily schedule, improvement discussion and retrospective commitment.
The Secretary is only concerned with planning all Scrum activities on everyone’s agenda. Responsible for maintaining team schedule with holidays and rest days.
There is nothing wrong with Coffee clerks drinking Coffee for members of your team. That might even be perfectly reasonable. But if your main purpose during the day is to provide coffee for the team…… Then you miss the point of being a Scrum Master.
The Chairman Each morning, The team provides a status update to The daily Scrum President. This provides the Scrum Master with the necessary information to write daily status reports to his or her superiors.
If you need to make changes to JIRA, TFS or any other tool: Scrum Master is your friend. He or she knows every workflow wholeheartedly.
The Team Boss. The so-called servant leader is really just the boss of the team. Hiring and firing bosses. The boss decides whether or not someone deserves a raise.

The Impediment Remover solves impediments in team progress and takes into account the ability of development teams to organize themselves.
Facilitators set the stage and provide clear boundaries within which teams can work together. Facilitate Scrum events to ensure they achieve the desired results. What is more important is to promote the necessary transparency so that genuine inspections and adjustments can take place.
Coaches instruct individuals to focus on thought and behavior, teams to continuously improve, and organizations to truly collaborate with Scrum teams.
Teachers ensure Scrum and other related methods are understood and developed.
Servant leaders focus on the needs of team members and those they serve (customers), and aim to achieve results consistent with organizational values, principles and business objectives.
Managers are responsible for managing barriers, eliminating waste, managing processes, managing the health of teams, managing self-organizing boundaries, and managing cultures.
Change Agents to enable the thriving culture of Scrum teams.
Mentors transfer agile knowledge and experience to the team *.