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.
Management 3.0 means:
- Engaging people
- Improving the whole system
- Increasing value for all clients
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.
The training program in detail:
Each resource is avaliable in 7 languages: English, French, Spanish, German, Dutch, Portuguese and Italian.
The 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.
Boost self-development and innovation within your team
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.
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.
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!
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.
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.
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.
How 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.
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.
How 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.
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.