As a Scrum Master, it can be hard to admit when you don't know something. But that moment of vulnerability can be an opportunity. Saying, “I don’t know. Let’s figure it out together” can open the door to empower the Scrum team.
Here's what I mean. A number of years ago I was the Scrum Master for a team in the insurance sector. This team was tasked with improving their system's automatic matching of claims to authorizations by 300%. When the team looked to me for guidance on how to achieve this challenging goal, I responded honestly. I said, "I don't know—what changes do you think would make the biggest difference?" This question sparked a wave of creativity among the team members.
Our subject matter expert took on the Product Owner accountability, and together with the Developers, began a deep dive into the data to hypothesize why claims were not being automatically matched to authorizations effectively. Together, the Product Owner and Developers began to shape the Product Backlog.
The team decided to run a series of experiments aimed at pinpointing which modifications could enhance the matching process. At first, they ran "what if" experiments on the data alone. Later, they began making small system changes and releasing them to production. The results of every release were closely monitored and analyzed to determine what impact the change had on customer outcomes. Sometimes a change would have a negative impact, and the team would back it out and try again.
It seemed that "I don't know" had shifted the entire team dynamic. Instead of relying on directives from upper management, responsibility was placed in the hands of the Scrum team to figure out how to reach their goal.
The team's approach of running small experiments and being relentlessly focused on customer outcomes caused them to not just meet their goal; they exceeded it in half the time originally forecasted.
How can this happen?
Scrum doesn't require Scrum Masters to be a walking encyclopedia. In fact, it's better if you're not.
When you admit that you don’t have all the answers as a Scrum Master, you’re not losing credibility—you’re gaining trust. You’re telling your team, “It’s okay not to know everything. What matters is how we tackle the unknown together.”
When you embrace “I don’t know,” you’re not just avoiding guesswork—you’re driving real progress. Here’s how:
Ask the Right Questions: Instead of pretending you’ve got it all under control, ask your team what they think. Tap into their collective wisdom. You’ll often find that the best ideas come from the people closest to the work.
Experiment Boldly: Scrum is all about short cycles of learning. When faced with uncertainty, propose an experiment. Test a hypothesis. See what works and what doesn’t, then adapt. Every “I don’t know” becomes an opportunity to learn and improve.
Leverage the Team: Remember, you’re not in this alone. Your team, stakeholders, and the broader Scrum community are rich resources. Bring them into the conversation. Different perspectives can spark innovation and lead to better outcomes.
Conclusion
As a Scrum Master, it’s okay not to have all the answers. In fact, it’s more than okay—it’s powerful. By embracing “I don’t know,” you create space for exploration, encourage honest dialogue, and help your team navigate the complexities of product development.
Scrum isn’t about certainty. It’s about navigating the unknown with confidence, curiosity, and a willingness to learn. So next time you find yourself facing a question you can’t immediately answer, don’t shy away. Lean into it. Say, “I don’t know,” and watch how it transforms your team’s approach to problem-solving.
To learn more about using experimentation to drive customer outcomes, sign up for the Professional Product Discovery and Validation course with Rebel Scrum.