June 2016

Management 3.0 : a new videocast program by Jurgen Appelo

Management is too important to leave it to managers!

Many organizations have adopted management methods that fail to get the best out of their people. Instead of managers, everyone should be responsible for management. Management is too important to leave to managers! Management 3.0 means engaging people, improving the whole system, and increasing value for all clients. With Management 3.0, Jurgen has bundled together high-impact ideas to boost the role of management in an agile organization.


Watch the program intro:


Jurgen Appelo is a writer and thought-leader of Management 3.0. He writes blogs for Forbes.com, Harvard Business Review, Entrepreuneur.com and the Huffington post on the creative economy, agile management and personal development. He is regularly invited to talk at business seminars around the world. As an acclaimed workshop facilitator, he has collaborated with organizations in dozens of countries around the world.

Throughout the years, he has collected and perfected high-impact ideas and helped companies to introduce concrete and practical management practices. This resulted in the best-selling book Management 3.0 #Work-out, which defines the role of the manager in agile organizations.
In addition, Jurgen is CEO of the business network Happy Melly, a global network of businesses and individuals dedicated in some way to helping people become happier at work.

 


Read more about the 8 videocasts:

Videocast 1The principles of management 3.0
Management is too important to leave to managers. Many leaders do not know how to solve their management problems and most knowledge workers do not realize they are also responsible for some of the managing. Management 3.0 believes that management is everyone’s job. The principles of Management 3.0 help you to identify pitfalls in management practices and to understand how to do things right.

Videocast 2: How to motivate people (and how not to)
Many organizations use bonus systems to incite performance, despite the fact that experts say there is no proven correlation between bonuses and performance. Many people are driven by financial rewards instead of the overall success of the organization. Let’s find out other ways to motivate people. How to motivate people (and how not to) helps you to identify pitfalls in motivating people and explains how you can better motivate them.

Videocast 3How to collaborate (and how not to)
With more remote working, improving collaboration is a hot topic. It’s a fact that people should work closely to better understand what is going on. Decreasing distance often helps increase communication and creativity. But does this mean that they have to move physically closer? How to collaborate (and how not to) helps you to identify pitfalls, and find out the keys to better collaboration.

Videocast 4: How to empower people (and how not to)
As organizations become more complex, one person can no longer oversee all the information needed to make the best decision. To make sure the organization stays agile and resilient, managers can empower their teams. Empowerment simply means that you give others the authority to make decisions. Empowerment is not always an easy path. Some managers don’t like to give up control and people can get confused or overwhelmed. How to empower people (and how not to) helps you to identify potential pitfalls, and ways to better empower people.

Videocast 5How to boost self-development and innovation (and how not to)
In many organizations, people are supposed to be self-educating. But waiting for people to actually do it is not always the most effective way. Meanwhile, companies generate a ‘first-mover advantage’ through innovation. Why not combine self-development and innovation? People would learn from the process because exploration is the most effective way of learning. How to boost self-development and innovation (and how not to) helps you to identify potential pitfalls, and ways to boost self-development and innovation in your team.

Videocast 6How to give feedback (and how not to)
Feedback is an important source for growth and development, but many people have trouble giving it. Many organizations only use the yearly appraisal interview for their feedback purposes. But people need feedback every day to continuously improve. So, how do you give feedback in a powerful and easy way? How to give feedback (and how not to) helps you to identify potential pitfalls, and ways to give powerful feedback.

Videocast 7How to better measure performance (and how not to)
Many organizations love measuring the performance of individuals and teams. However, the way people measure performance is often just plain wrong. Some people believe you can measure the organization with just one metric, or use a certain set of metrics that just makes them look good. How to measure performance (and how not to) helps you to identify potential pitfalls, and ways to better measure performance in your team and organization.

Videocast 8: How to learn from failures and successes (and how not to)
Many organizations have problems learning from successes and failures. People are afraid to learn from failure and focus on things that went wrong. Or they learn, but don’t want to share their learning (and failure). Others learn only from successes. How to learn from failures and successes (and how not to) helps you to identify potential pitfalls, and ways to better learn from failures and successes.

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