September 2015

New videocasts on Management 3.0 by Jurgen Appelo, writer and world-recognized thought leader

Jurgen Appelo joins the CrossKnowledge Faculty. Management 3.0 seeks to engage people, improve the whole system, and increase value for clients. videocasts.

Besides providing precious insights, this collection also gives practical tools, examples and workout exercises to make immediate changes in your team or organization.

Management is too important to leave 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 3.0 means:

  • Engaging people
  • Improving the whole system
  • 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.

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. 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.


17 new videocasts on Management 3.0: The principles of management 3.0

Jurgen Appelo uses an example to explain the difference between Management 1.0, 2.0 and Management 3.0. 


Watch in exclusivity the first videocast


The training program in detail:

Each Videocast is avaliable in 7 languages: English, French, Spanish, German, Dutch, Portuguese and Italian.

The principles of management 3.0

Jurgen Appelo uses an example to explain the difference between Management 1.0, 2.0 and Management 3.0.

Boost self-development within your team

Jurgen Appelo highlights the fact that people find it difficult to spend enough time on self-development because of other work priorities. He proposes an idea to give people incentive to take their self-development more seriously.

The truth behind your organisational culture

Jurgen Appelo explains how employees, not management, determine the culture within an organisation. Instead of letting HR set the standard, it is more powerful to let employees themselves capture and nurture the organisation’s culture. Management’s role is to endorse and support employees doing this.

How to get things done your way?

Jurgen Appelo gives us advice on how to operate in an innovative way in a traditional environment. Trust is the key towards getting things done your way.

Recipes for a great manager!

Jurgen Appelo shares an interesting team building experience. He simply invites over random colleagues to cook dinner. This showed him 3 practices in order to be a good manager.

How to make a successful business plan

Jurgen Appelo shares a personal story of a failing business plan. His example provides valuable insights, highlighting how and why continuous validation with your customers is more important than a fabulous-looking business plan.

Stop negotiating, use a Salary formula

Jurgen Appelo shares his frustrations with unequal pay and pay gaps in the workplace. To ensure that salary and compensation are fair, he proposes using the Salary formula.

Use stories to strengthen your values

Jurgen Appelo explains why stories, not lists, should express the values of organisations. Stories are both relevant and memorable, making them the perfect tool to communicate values throughout an organisation. They are especially useful to connect with teams that work remotely.

Get rid of bonuses, make use of peer crediting

Jurgen Appelo explains the drawbacks and difficulties of managers distributing bonuses and suggests that peers credit each other for favourable behaviour instead. This merit money system works particularly well for teams working remotely, since it gives them incentive them to communicate more.

The Feedback wrap

Jurgen Appelo explains how he gives effective feedback. Instead of using the “feedback sandwich,” he prefers the Feedback wrap. This 5 step method is especially helpful when communicating with teams that work remotely.

Allow your employees to say no!

Jurgen Appelo explains that employees need to feel comfortable saying “no,” which will help clarify the boundaries of decision-making. With clearer boundaries, people are better able to make effective decisions, resulting in a more empowered team. This lesson is of special value for delegation in remote teams.

Celebrating learning

Jurgen Appelo explains why organizations should celebrate experiments and learning instead of solely success and failures.

Do you know what it takes to be agile?

Jurgen Appelo contends that being agile is not just about making customers happy faster. Rather, agility is about keeping all stakeholders involved in your team and/or organisation happy with very short feedback cycles.

Boost motivation, use the Kudo-box

Jurgen Appelo outlines 6 requirements to give effective rewards, explaining how you can use the Kudo-box to make powerful rewarding a regular part of your team or organization. Let’s boost some motivation!

Get rid of performance targets, measure yourself!

Jurgen Appelo explains the challenges surrounding performance targets, such as decreased happiness and demotivation. A powerful alternative to performance targets is to let people measure themselves. He also explains why it is important to avoid linking performance targets with rewards or punishments.

The death of the annual appraisal

Jurgen Appelo discusses the most used, and most hated, management practice ever: the annual appraisal. He compares this annual formal feedback moment with a Swiss knife, which looks great but is not practical. As a manager, it is better to have a few small-scale, regularly implemented practices that work, instead of one huge annual ritual that tries to solve every challenge in a short period of time.

Before you change, find the inner fire

Jurgen Appelo explains the reason underlying resistance to change. People do not fear change, rather, they fear the loss of their intrinsic motivation. The role of a manager is to understand people’s inner fire and to get them on board with any change.

 

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