Focus on empiricism and a plan for the next 24-hours instead of status reporting. Ensure the SM isn’t removing blockers, but instead helping the team to remove them. The Scrum Master doesn’t need to be at the Daily Scrum. They only need to ensure that this event occurs and the team members attend.
Successful use of Scrum depends on people becoming more proficient in living five values: 
These values give direction to the Scrum Team with regard to their work, actions and behaviour.
Two approaches to decision making are rules-based and values-based.
When basing decisions on rules, we require prescriptive direction given to those in the organisation. Such an approach may have benefits (e.g. lack of ambiguity where rules apply, faster application for new starters) but is detrimental if the organisation wishes to cultivate self-managing teams. When decisions are based of values, individuals are empowered to utilise their own judgement. In managing traffic, traffic lights and roundabouts are analogous to rules and values-based decision making: 
The latter is more consistent with Scrum values as we respect others to make value-based decisions, and have the courage to do so.
A Team Charter or Team Canvas is an excellent method for embedding values and behaviours within a team.  When constructing a Team Charter, the Scrum values should be incorporated within the team’s values, highlighting:
Review the Team Charter at a Retrospective to assess whether it needs adjustments to more strongly encourage a values-based approach to team work.