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Management and Leadership

For many organizations, a common practice is that they are managed like machines. We call this Management 1.0. In this style of management, leaders assume that improvement of the whole requires monitoring, repairing, and replacing the parts.

It was engineers who developed scientific management, the command-and-control style of leadership that was quite successful in the 20th century.

Engineers developed most management frameworkswith upfront design, top-down planning and command-and-controlstructures and processes.

Frameworks work well with predictable, repeatable tasks (by machines).

They don’t work with creativity, innovation and problem-solving (by humans).

Bad idea:

Moving people between departments as if they are replaceable parts.

Fortunately, many managers have realized that the greater challenge is working with people, not with machines.

In a Management 2.0 organization, everyone recognizes that “people are the most valuable assets” and that managers have to become “servant leaders”. But, at the same time, managers prefer to stick to the hierarchy.

Bad idea: Employee recognition program but management selects in the who will be the “winner”

Some people think of an organization as a community or a city. You can do what you want, as long as you allow the community to benefit from your work. We call that Management 3.0.

In a community or city, everyone is (partly) responsible for contributing to its success and a few are responsible for the whole.

Management of the work is a crucial activity, but this could be done with or without dedicated managers. In fact, a business can do a lot of management with almost no managers!

Most creative workers don’t realize that they are also responsible for management stuff. Management is too important to leave to the managers.

The only thing left to do for managers is to grow and nurture the whole system.

Good idea: setting up an internal crowdfunding system that enables innovation by any worker.

Management 3.0 is notyet another framework. It is a mindset, combined with an ever-changing collection of games, tools, and practices to help any worker to manage the organization. It is a way of looking at work systems.

Energize People: People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated.

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Business leaders and human resource managers consider the “lack of employee engagement” one of their top priorities.

But why do many workers not feel engaged?

Without motivation,

nothing would be produced.

Firms exist to coordinate and motivate people’s economic activity.- John Roberts, The Modern Firm

A motivated worker is not necessarily an engaged worker.

Technically, we cannot make people feel motivated or engaged. But we can certainly set up the right conditions that maximize the probability that it will happen (even though success is never certain).

Managers are responsible for making engagement a built-in property of the organization.

Is employee engagement about intrinsic or extrinsic motivation?Does an author write books because she loves the writing process? Or because she loves the support and encouragement from readers? Maybe a bit of both?

The CHAMPFROGS model deals specifically with motivation in the context of work-life. It consists of ten motivators that are either intrinsic, extrinsic, or a bit of both.

The CHAMPFROGS model is influenced by several other models of human motivation.

• Two-Factor Theory, Frederick Herzberg• The Hierarchy of Needs, Abraham Maslow• Theory of Self-Determination, Edward L.

Deci and Richard M. Ryan• 16 Basic Desires Theory, Steven Reiss

Curiosity The workers have plenty of things to investigate and to think about.

Honor Workers feel proud that their values are reflected in how they work.

Acceptance Colleagues approve of what people do and who they are.

MasteryThe work challenges people’s competence but it is within their abilities.

PowerThere’s enough room for workers to influence what happens around them.

FreedomPeople are independent of others with their work and responsibilities.

RelatednessPeople have good social contacts with the others in their work.

OrderWorkers have enough rules and policies for a stable environment.

GoalThe people’s purpose in life is reflected in the work that they do.

StatusPeople have a good position and are recognized by their colleagues.

Managers must seek ways for the CHAMPFROGS motivators to become systemic properties of the firm.

For example, exploration days typically satisfy people’s need for curiosity.

Don’t waste your time trying to motivate individual workers with an employee engagement program.

Most so-called employee engagement programs are misbegotten, unwieldy, ineffective rolling caravans of impractical or never-going-to-be-implemented PowerPoint presentations.- Les McKeown, “A Very Simple Reason Employee Engagement Programs Don’t Work”

http://www.inc.com/les-mckeown/stop-employee-engagement-and-address-the-real-problem-.html

https://management30.com/product/moving-motivators/

Exercise: Play Moving Motivators!

1. Put the motivator cards in order, from unimportantto important

2. (You may leave out any cards you don’t want to use.)

Exercise:

unimportant important

3. Consider an important change in your work (for example, becoming a more Agile organization)

4. Move cards up when the change is positive for that motivator; move them down when the change is negative

positive change

negative change

Exercise:

5. Explain 1 or 2 of the changes

6. Repeat for each player

Exercise:

Debrief

Empower Teams: Teams can self-organize, and this requires empowerment, authorization, and trust from management.

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Delegation and Empowerment

© Happy Melly version 1.01 management30.com

Empower Teams: Teams can self-organize, and this requires empowerment, authorization, and trust from management.

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The English verb “to manage” was originally derived from the Italian maneggiare, meaning to handle and train horses.- Kurtz and Snowden, “Bramble Bushes in a Thicket”

http://www.researchgate.net/publication/237133296_Bramble_Bushes_in_a_Thicket_Narrative_and_the_intangibles_of_learning_networks

To Control or Not to ControlCentral control of a complex system doesn’t work, because the central node of a network cannot possibly contain all information that is needed to make good decisions everywhere.

Each worker has only an incomplete mental model of all the work. And the same goes for the manager! That is why it’s best to distribute control among everyone.

What scientists call distributed control is usually called empowerment by management experts.

Many people are wrong

about empowerment.

The Dictators“Workers should be empowered by managers so that they take on more responsibilities, feel more committed, and be more engaged. The managers decide who is empowered, and who is not.”

The Anarchists“Workers are already empowered by default. Nobody is needed to grant them powers. There are no managers, only leaders. And they inspire workers to exercise the powers they already have.”

Empowerment definedempower /əmˈpou(ə)r/

1. (authority)

to give official authority or legal power to (by legal or official means) / to invest with power

2. (ability)

to promote the self-actualization or influence of /to supply with an ability

“I authorized (empowered) a team member to take control of our company’s bank account.”

“I help my team members with their ability (empowerment) to manage our social media marketing.”

Dictators know and understand only the first meaning of the word empowerment (authority), while anarchists favor only the second meaning (ability). In most organizations, we need both.

Empowerment == Distributed ControlEmpowered people improve system effectiveness and survival. Empowered organizations are more resilient and agile.

We aim for a more powerful system, not better-controlled people.

(And besides, creative workers cannot be controlled anyway.)

Empowerment requires delegating decisionsManagers often fear a loss of control when teams take over decision-making. And creative workers sometimes have no idea how to take responsibility.

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Empowerment is a reflexive relationship between two equal partners. We should replace superiors and subordinates with control-givers and control-takers.

Giving and Taking ControlQuite often, when managers delegate work to people or teams, they don’t give them clear boundaries of control.

A manager should make it perfectly clear what the person’s or team’s level of control is in a certain area.

Handing over control also works the other way around because of the reflexive relationship of empowerment.

The Seven Levels of Delegation

Delegation is not a binary thing. There are more options than being a dictator or an anarchist. The art of management is in

finding the right balance.

1. TellYou make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.

2. SellYou make a decision for others but try to convince them that you made the right choice, and you help them feel involved.

3. ConsultYou ask for input first, which you take into consideration before making a decision that respects people’s opinions.

4. AgreeYou enter into a discussion with everyone involved, and as a group you reach consensus about the decision.

5. AdviseYou will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.

6. InquireYou first leave it to the others to decide, and afterwards, you ask them to convince you of the wisdom of their decision.

7. DelegateYou leave the decision to them and you don’t even want to know about details that would just clutter your brain.

The 7 Levels of Delegation is a symmetrical model.

It works in both directions.

Consult is the opposite of Advise.

The 7 Levels of Delegation is a symmetrical model.

It works in both directions.

The 7 Levels of Delegation is a symmetrical model.

It works in both directions.

Sell is the mirror of Inquire.

Dictators say, “You are not allowed to do anything except what I authorize you to do.”

Anarchists say, “Go ahead, take whatever control you want!”

The better choice is to say, “You can do what you want exceptfor the areas where I place some restrictions.”

Delegation Boards

Delegation levels are applied to key decision areas. The “right” level of delegation is a balancing act. It depends on a team’s maturity level and the impact of its decisions. Delegation is context-dependent.

A delegation board enables management to clarify delegation and foster empowerment for both management and workers.

A delegation board gives managers “something to control”. It is better that they push around the notes on a delegation board rather than the people in their organization.

Delegation increases status, power, and control. A system with distributed control has a better chance of survival than a system with centralized control.

Play Delegation Poker!https://management30.com/product/delegation-poker/

Exercise

Let’s first discuss and decide on the Key Decision Areas . . .

If you can’t decide what kind for organization . . . 1. Run a small bar (seating 30, offering drinks and

snacks)

2. Agile Transformation Team for a IT company delivering health care software (150 employees, little agile know-how)

Exercise

Decide first who is the manager

Create a team delegation board

Everyone choose (privately) one of the 7 cards

After everyone has decided, show all cards

Let both highest and lowest motivate their choices

Play it again for the same topic (optional)

Exercise

Exercise

Exercise

Exercise

Let’s play…

Exercise

Debrief

Align Constraints:Self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources and to give people a clear purpose and defined goals.

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Values & Culture

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Develop Competence:Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence.

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What makesteams competent?

Team communi-

cation

Team competence structure

Creative tension

Individual competence

Helping eachother

What competencies does a team need?

Subject matterTools and technologiesProcesses and practicesSoft skills

What levels of competenceare required?

Apprentice

Journeyman

Master

Team Competence Matrix

Co

mp

eten

ces

Team members

Team Competence Matrix

Example: Internet Cafe

It systems

Accounting

Barista

Hardware

Cooking

Hugo Emma Carl Mary Judy

Co

mp

eten

ces

Team members

Example: Internet Cafe

3

1

3

1

1

1

0

3

1

1

It systems

Accounting

Barista

Hardware

Cooking

Hugo Emma Carl Mary Judy

Requiredcompetence

levels

Example: Internet Cafe

3

1

3

1

1

1

0

3

1

1

It systems

Accounting

Barista

Hardware

Cooking

Hugo Emma Carl Mary Judy

Example: Internet Cafe

3

1

3

1

1

1

0

3

1

1

It systems

Accounting

Barista

Hardware

Cooking

Hugo Emma Carl Mary Judy

1. Each group picks a scenario:• Run a small bar (seating 30, offering drinks and snacks)• Agile Transformation Team for a IT company delivering

health care software (150 employees, little agile know-how)2. Define main competence requirements for your team3. Decide on competence level needs4. Fill out Competence Matrix for your team5. Identify the gaps

Exercise: Team Competence Matrix

Example: Internet Cafe

3

1

3

1

1

1

0

3

1

1

It systems

Accounting

Barista

Hardware

Cooking

Hugo Emma Carl Mary Judy

Debrief

Grow Structure:Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.

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Exercise

Play the Meddlers Game!

Improve Everything:People, teams, and organizations need to improve continuously to defer failure for as long as possible.

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© Happy Melly version 1.00 management30.com

Conclusion

Management 3.0 It is a mindset, combined with an ever-changing collection of games, tools, and practices to help any worker to manage the organization. It is a way of looking at work systems.

Thank you

Management 3.0 FacilitatorDistributed Software DevelopmentAgile Coach

ralph@agilestrides.com@rarooswww.agilestrides.comwww.linkedin.com/in/ralphvanroosmalen