Maybe some of you did a Management 3.0 workshop, maybe some of you read the books about Management 3.0, or maybe some of you read some experience blog posts. In most cases, you will have read about Delegation Poker, Moving Motivators, Personal Maps, Competency Matrices, etc. Just to name a few of the popular practices of Management 3.0.
Most people think about how they can apply these practices in their role as team lead, manager or coach. Applying the practices on other people… that is easy… but is it completely fair? Using your team members as guinea pigs for the things you learned or read about?
So, did you ever think about how to apply these practices on yourself? Let’s take a look at some of the different practices and how they can help you as a professional.
Personal Maps is a technique that is often used as an icebreaker in new teams. People can learn more about each other and really get to know people.
You can, of course, create your own personal map, but I don’t expect it will present you with many surprises. However, what would happen if you ask your team members to create your personal map for you? A personal map of the manager – what do they know about you? Which values do they think matter to you? Do they know your experiences, strengths and/or weaknesses?
When people ask me about how to apply Moving Motivators, I sometimes share the experience that I had with an engineer who was not really happy in his role. I used moving motivators to give him insight into his personal motivators and I was then able to link them to his current role.
Are you really happy at your job? Are you delegating things you really like to your team members? Do some people in your team really annoy you? Let’s be honest, every manager once had or will have people on their team that they are not particularly fond of.
Play the moving motivators game with yourself and find out what your motivators are! If it turns out you like order, you will understand better why you always get agitated when you look at the desk of your marketing manager. Do you also dare to share your motivators with the team? Why not let them know which things motivate you? They can also help you create an environment where you are more motivated.
The most common application of the delegation levels is by you as a manager creating a delegation board with the team. A board that defines and sets boundaries on particular work areas.
One less common approach is to first ask the team to play delegation poker on the areas you would like to define for yourself. It could surprise you how the team perceives the current delegation levels. Are you really that manager who applies servant leadership or are you seen as the dictator who needs to decide on every minor detail?
Look back at the last five decisions made in a meeting – meetings that you attended. What was the delegation level that was actually used? Was it you who in the end made the decision, or were you checking LinkedIn while the team made the decision? And how happy are you about this delegation level? Do you think the team should have made the decision, do you regret that you checked LinkedIn? Just keep track in Excel (you are a manager 😉 )for a few weeks what the delegation levels are. Are you aware of your actual delegation levels?
As you become an official manager, things tend to change. You are no longer one of the guys or girls. You may still believe that you are the same as before you were a manager, but things change as you become a manager. When you enter the coffee corner, you may notice that people stop talking, and for some reason, you don’t hear all the gossip anymore. Maybe you are lucky and you work in an organization where things don’t change that much – well, lucky you then.
You ordered set of Kudo Cards for the team, it is a nice Management 3.0 practice. However, as a manager you are no longer part of the crew, you belong to another crew now, so you won’t get any…poor you. There are six different kudo cards. Put a set of those six different kudo cards on your desk. Every week on Friday, look at the different kudo cards: can you write a kudo card for yourself? Did you do something great this week, something great for the organization or your team? Use the kudo cards to instill a moment of self-reflection: where did you make the difference? And if not… what do you need to do next week to be able to give yourself a compliment?
And probably you are now thinking to yourself: “I am not going to give myself a (mental) kudo card.” Why not? There is a Dutch saying: “If you don’t tickle yourself, nobody else will…”
I know you are a good manager or do I? You are doing everything possible to implement the 12 Steps to Happiness for your team members. Happy workers will be more productive and engaged. So you got them a nap room, fresh fruit every day, they can go for a daily walk, etc.
But what about yourself? What are you doing to implement those 12 steps for yourself? Do you think you are too busy to have a healthy lunch? You think you need to make 60 hours a week? Be online 20 hours a day? Have meetings always inside instead of taking a walk around the block with your people?
When you are happy as a manager, you will radiate happiness to your team members. Take some time to look at the 12 steps and implement them also for yourself!
In 1961, president Kennedy said in his inauguration speech: “Ask not what your country can do for you, ask what you can do for your country.” So after reading this blog post: ask not what Management 3.0 can do for your team, also ask what Management 3.0 can do for you as a manager!
I wrote a book called Doing It – Management 3.0 experiences. In this post I want to explain my reasons for writing it and you can learn how to get a copy for free.
I’ve often travelled to Bucharest, arrived at the airport and took a taxi to the city center. Finding a taxi is a hustle if you don’t know where to find the taxi ordering machine and trust me, never tell the taxi driver it is your first time in Romania, you will get the grand tour. I once planted some mint plants in my garden because I wanted to make some fresh mint tea. Within a few months they were growing everywhere in my garden, mint turned out to be a rampant weed.
These small two experiences that I am now sharing with you, are experiences you can learn from. Experiences that may not be relevant for you, but still there is a takeaway in there.
In 2004, I worked at a company and we started doing Scrum. I was a test manager then and I became responsible for implementing scrum within testing. In those days, there was not much information to find on software testing as part of an agile project. We had to discover most of it ourselves and it worked out quite well. Still, I shared our experiences on conferences, such as the Agile Testing Days in Berlin. Why? Well because I believe people could learn from our experiences and it is fun to share experiences.
A few years later, we started doing Scrum together with team members in India: Distributed Scrum. The team was equally distributed between India and The Netherlands. I think we were one of the first product development companies in The Netherlands doing successful distributed Scrum with more than four teams. I know so because I tried really hard to find other companies already doing it. Word got out and other companies asked us if they could visit us. I always said yes, because I believe sharing our experiences could help other organizations in setting up distributed teams.
During my career as a manager, I always encouraged team members to visit other organizations and conferences. Encouraging team members to learn from other experiences was, and is, very important in my view on things. If you never go out to learn, you will always work in the same old bubble. It is important to go out, to discover and to learn, to get excited and perhaps even energized, to yearn to start trying things yourself and to break out of your knowledge bubble.
Sharing experiences and learning from others will make you a better professional. People will ask you questions that will trigger you to think about how you do things, or to remember what is was your were solving. It will keep you from preventing to go into we-are-doing-OK-no-need-to-improve mode.
In the end, sharing information will make you feel good. When people are interested in the way you are doing things, it makes you feel proud. They want to learn from you, they are curious what you accomplished.
Some people are afraid of sharing experiences, or other organizations visiting them. Why? The way you work is the result of lots of experimenting, succeeding and failing. Other organizations can never fully copy your way of working, and even if they could, you will keep improving and will still be way ahead of them.
I coach organizations and people in using and applying Management 3.0 practices. When I was a manager, I also applied Management 3.0 practices. It gave me a lot of experiences, experiences that I now share through my Management 3.0 workshops. However, I am aware not everyone is able to attend or would like to attend a workshop. Therefore, I wrote a book which contains many of my Management 3.0 experiences.
The book is available for free. I believe that sharing my experiences will help organizations become a better place. And if there are questions, people can reach out to me anyway. Click here to download it.
I would like to thank Jurgen Appelo for writing the foreword and my friend Daan van Osch for reviewing the things I write.
To summarize: don’t be afraid to share your experiences. Go out and make contact with other organizations and subject matter experts. By sharing experiences, you will be challenged and the interest of others will make you feel good. When you encourage your team members to visit organizations, your organization will learn about new approaches.
Yeah right… and Management 3.0 is only about Kudo Cards and the game Moving Motivators?
I don’t know if you know Scrum? Scrum is a framework that makes it easier to deal with complex projects. It is based on three very important principles: inspect, adapt and being transparent. Every serious scrum master would shiver when you would say: “Scrum is just about doing daily stand-ups.” The daily stand-ups is just a practice, a practice that supports inspect, adapt and being transparent.
Continue reading here…
This is probably my last post of 2016. In total I wrote 12 blogpost so far. Explaining Management 3.0, trying to explain why I don’t want to implement the Spotify model but also describing how to create an auto-reply script in GMail.
Let’s close the year with just a small and easy to read blog. Some of my friends work in construction, they have a van fully loaded with tools and materials. Every year we participate in the local carnaval parade, we build a small carriage. Having friends with a van full of tools and materials is very handy 🙂
I don’t have a van but everywhere I go, I take my rucksack with me. The rucksack contains my tools and materials.
So which tools and materials do I drag with me all over the world?
That is it… so next time you see me dragging around that rucksack you know what is in it.
I live in The Netherlands in a small village a couple of kilometers from the city of ‘s-Hertogenbosch. When you grow up in The Netherlands, you most probably will have learned to ride a bike, because it is very convenient to know how to ride a bike here: a flat country with bike lanes everywhere . Additionally, when you live in a small village, it is also very convenient when you know how to drive a car. Most villages only have just a small supermarket and the connection to public transport is simply not that great.
My girlfriend is not from The Netherlands. She joined me quite recently and she quickly realized that it is important to be able to ride a bike to get around, to refresh her driving skills, to learn Dutch, to build up social relations, to get to know your way around: a lot of things she needs to adapt to quickly.
At this moment she just focuses on one thing… refreshing her driving skills. She knows all the things mentioned above are important, but commuting daily via public transport for almost four hours “hurts” the most. Therefore, she gives priority to something that is important and urgent because it pains her the most.
It is the same in organizations. If it doesn’t hurt, you won’t change.
Many of you will have been participating in some kind of transformation program, will have worked as a change agent, or maybe you were involved in some kind of important project. It probably often happened that resources were not available as you would like, or that other people didn’t cooperate as you would like. When you asked management or other team members: is this project important? They all will have said: Yes, very important because… whatever. But if you would have asked does it hurt somewhere because this project is not progressing as expected, they probably would have said: “uh… now… you know… well… uh…”
In his book Leading Change, Kotler describes eight steps for managing change. The first, and one of the most important steps, is to create a sense of urgency. He describes nine ways to create an urgency level. The first and most powerful one is to create a crisis by allowing a financial loss, exposing managers to major weaknesses vis-à-vis competitors, or by allowing errors to blow up instead of being corrected at the last minute. The reason this one is so powerful is because it hurts. There is money involved. Now, as one of my friends always says: “Never waste a good crisis”.
ADKAR is a method created by Prosci. They researched organizational change, and believe that change is a cumulative product of the personal change journeys of each individual within the organization. The first condition, the A, that you need to experience is: Awareness of the need for change. The second condition is D: Desire to participate in and support the change. The desire represents again the pain that you have of the current situation. If there is no desired change, then you won’t change although you are aware you need to change. According to Prosci, if any of these five conditions are weak, the change will stall and fail.
Creating urgency is good, making sure that people realize the project is important is good. However, when people or organizations feel pain because a project is not done, it is one of the best motivators to start change or a project.
How do you create pain to realize a change in your organization?