Manuel – Great additions to the measures! All important behaviours, and often not specifically called out in teams as an indication of their strength and success.

I especially like your point about the Scrum Master not committing to work on behalf of the team. It has always been obvious to me, but I’ve never seen it stated anywhere like this. In my role as Scrum Master I’ve been invited to meetings with project managers where I was expected to do exactly that. At the time I pointed out that this is the function of the Sprint Planning Meeting (with the entire team). The underlying reason is of course the commitment of the team rather than of the Scrum Master. Thanks for pointing out the obvious.

I will also try to take your advice on questioning to draw solutions rather than providing solutions. I guess, I haven’t been very good at this.

As for “other measures” for how to tell if your Scrum Master is doing a good job the following about your team members comes to mind:
- your team members are having fun doing their job
- your team is proud when presenting the achievements of the last sprint at the sprint demo
- your team members are able to focus on one task at a time and keep work in progress to a minimum

You framed this post in the context of how to do assessments, but this is in fact an incredibly concise and valuable leadership guide for Scrum Masters and any others leaders in similar roles. Good job!