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As @Sascha correctly observed, this doesn't look like Scrum at all:

• A Scrum team doesn't have a manager, they answer to a Product Owner instead. The Product Owner represents the interests of shareholders with regard to the team, arranges deliverables for the sprint at the start of it, accepts results at the end, and clarifies things on team's requests in the meantime. He's essentially a proxy between the team and the company.
• If you were a part of the Scrum team, you would attend a retrospective meeting. If you're not a part of the Scrum team, the meeting should have been limited to your role with regard to the team within the Scrum model.

So, the question is: Where do you stand in this picture? What is your role within the Scrum model? Since it were you whose idea to try out Scrum was in the first place, you definitely have researched Scrum and thought about this before suggesting it, no?

And if you didn't, it's time to do this now. Arguably, the most seamless transition for a manager if they're not considered a part of the team when moving to Scrum is the Product Owner. You'll continue to do the same thing -- but now the team answers to you collectively rather than each member individually, and you stop micromanaging them unless they specifically ask for it (the latter one is arguably a good thing for both parties).

Seeing that you have apparently made a critical research failure when suggesting Scrum, I reckon you didn't arrange for a dedicated Product Owner -- so you're exactly in the position to take up this role now.

This doesn't negate the fact that the Scrum Master either has no idea what they're doing, or is after your position -- which other answers covered adequately how to go about.

As @Sascha correctly observed, this doesn't look like Scrum at all:

• A Scrum team doesn't have a manager, they answer to a Product Owner instead. The Product Owner represents the interests of shareholders with regard to the team, arranges deliverables for the sprint at the start of it, accepts results at the end, and clarifies things on team's requests in the meantime. He's essentially a proxy between the team and the company.
• If you were a part of the Scrum team, you would attend a retrospective meeting. If you're not a part of the Scrum team, the meeting should have been limited to your role with regard to the team within the Scrum model.

So, the question is: Where do you stand in this picture? What is your role within the Scrum model? Since it were you whose idea to try out Scrum was in the first place, you definitely have researched Scrum and thought about this before suggesting it, no?

And if you didn't, it's time to do this now. Arguably, the most seamless transition for a manager if they're not considered a part of the team when moving to Scrum is the Product Owner. You'll continue to do the same thing -- but now the team answers to you collectively rather than each member individually, and you stop micromanaging them unless they specifically ask for it (the latter one is arguably a good thing for both parties).

Seeing that you have apparently made a critical research failure when suggesting Scrum, I reckon you didn't arrange for a dedicated Product Owner -- so you're exactly in the position to take up this role now.

This doesn't negate the fact that the Scrum Master either has no idea what they're doing, or is after your job -- which other answers covered adequately how to go about.

As @Sascha correctly observed, this doesn't look like Scrum at all:

• A Scrum team doesn't have a manager, they answer to a Product Owner instead. The Product Owner represents the interests of shareholders with regard to the team, arranges deliverables for the sprint at the start of it, accepts results at the end, and clarifies things on team's requests in the meantime. He's essentially a proxy between the team and the company.
• If you were a part of the Scrum team, you would attend a retrospective meeting. If you're not a part of the Scrum team, the meeting should have been limited to your role with regard to the team within the Scrum model.

So, the question is: Where do you stand in this picture? What is your role within the Scrum model? Since it were you whose idea to try out Scrum was in the first place, you definitely have researched Scrum and thought about this before suggesting it, no?

And if you didn't, it's time to do this now. The most seamless transition for a manager when moving to Scrum is the Product Owner. You'll continue to do the same thing -- but now the team answers to you collectively rather than each member individually, and you stop micromanaging them unless they specifically ask for it (the latter one is arguably a good thing for both parties).

Seeing that you have apparently made a critical research failure when suggesting Scrum, I reckon you didn't arrange for a dedicated Product Owner -- so you're exactly in the position to take up this role now.

This doesn't negate the fact that the Scrum Master either has no idea what they're doing, or is after your position -- which other answers covered adequately how to go about.

As @Sascha correctly observed, this doesn't look like Scrum at all:

• A Scrum team doesn't have a manager, they answer to a Product Owner instead. The Product Owner represents the interests of shareholders with regard to the team, arranges deliverables for the sprint at the start of it, accepts results at the end, and clarifies things on team's requests in the meantime. He's essentially a proxy between the team and the company.
• If you were a part of the Scrum team, you would attend a retrospective meeting. If you're not a part of the Scrum team, the meeting should have been limited to your role with regard to the team within the Scrum model.

So, the question is: Where do you stand in this picture? What is your role within the Scrum model? Since it were you whose idea to try out Scrum was in the first place, you definitely have researched Scrum and thought about this before suggesting it, no?

And if you didn't, it's time to do this now. Arguably, the most seamless transition for a manager if they're not considered a part of the team when moving to Scrum is the Product Owner. You'll continue to do the same thing -- but now the team answers to you collectively rather than each member individually, and you stop micromanaging them unless they specifically ask for it (the latter one is arguably a good thing for both parties).

Seeing that you have apparently made a critical research failure when suggesting Scrum, I reckon you didn't arrange for a dedicated Product Owner -- so you're exactly in the position to take up this role now.

This doesn't negate the fact that the Scrum Master either has no idea what they're doing, or is after your position -- which other answers covered adequately how to go about.

As @Sascha correctly observed, this doesn't look like Scrum at all:

• A Scrum team doesn't have a manager, they answer to a Product Owner instead. The Product Owner represents the interests of shareholders with regard to the team, arranges deliverables for the sprint at the start of it, accepts results at the end, and clarifies things on team's requests in the meantime. He's essentially a proxy between the team and the company.
• If you were a part of the Scrum team, you would attend a retrospective meeting. If you're not a part of the Scrum team, the meeting should have been limited to your role with regard to the team within the Scrum model.

So, the question is: Where do you stand in this picture? What is your role within the Scrum model? Since it were you whose idea to try out Scrum was in the first place, you definitely have researched Scrum and thought about this before suggesting it, no?

And if you didn't, it's time to do this now. The most appropriate transition for a manager when moving to Scrum is the Product Owner -- you'll continue to do the same -- but now the team answers to you collectively rather than each member individually, and you stop micromanaging them (which is arguably a good thing for both parties).

Seeing that you have apparently made a critical research failure when suggesting Scrum, I reckon you didn't arrange for a dedicated Product Owner -- so you're exactly in the position to take up this role now.

This doesn't negate the fact that the Scrum Master either has no idea about what they're doing, or is after your position -- which other answers covered adequately how to go about.

As @Sascha correctly observed, this doesn't look like Scrum at all:

• A Scrum team doesn't have a manager, they answer to a Product Owner instead. The Product Owner represents the interests of shareholders with regard to the team, arranges deliverables for the sprint at the start of it, accepts results at the end, and clarifies things on team's requests in the meantime. He's essentially a proxy between the team and the company.
• If you were a part of the Scrum team, you would attend a retrospective meeting. If you're not a part of the Scrum team, the meeting should have been limited to your role with regard to the team within the Scrum model.

So, the question is: Where do you stand in this picture? What is your role within the Scrum model? Since it were you whose idea to try out Scrum was in the first place, you definitely have researched Scrum and thought about this before suggesting it, no?

And if you didn't, it's time to do this now. The most seamless transition for a manager when moving to Scrum is the Product Owner. You'll continue to do the same thing -- but now the team answers to you collectively rather than each member individually, and you stop micromanaging them unless they specifically ask for it (the latter one is arguably a good thing for both parties).

Seeing that you have apparently made a critical research failure when suggesting Scrum, I reckon you didn't arrange for a dedicated Product Owner -- so you're exactly in the position to take up this role now.

This doesn't negate the fact that the Scrum Master either has no idea what they're doing, or is after your position -- which other answers covered adequately how to go about.