Management 3.0 is a 2 day course, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity. We achieve this by providing guidance and practices, and by applying new thinking to the craft, art, and science of management and leadership.
The Management 3.0 workout practices aim at leaders and knowledge workers who are trying to be more agile and lean in their approach to management. The courses and workshops typically draw a mix of team leaders, development managers, IT directors, agile coaches, HR managers, project managers, scrum masters, product owners, and creative workers.
Based on the book by Jurgen AppeloCourse Dates
This course is best suited to:-
Line Managers & Team Leaders.
Project Managers & Product Owners.
Middle and senior managers (within and outside of IT).
Scrum Masters & Agile Coaches.
This two-day course covers the following:
Agile management is the generic term for leadership and governance of creative teams in a way that is consistent with agile and lean thinking. You will be acquainted with common methods, principles, and challenges in agile transformations around the world, and the necessity of management in agile organizations.
Systems thinking and complexity science are the cornerstones of the agile mindset. You will learn what complexity theory is, how to think in terms of systems, and how to spot the difference between complex and complicated. The principles of complexity thinking will enable you to create your own agile leadership practices.
How to energize people
Intrinsic motivation is the reason people get out of bed in the morning. Since people are the most important parts of an organization, managers must do all they can to keep people active, creative, and motivated. You will learn about the difference between extrinsic vs. intrinsic motivation, the ten intrinsic desires, and common techniques for understanding what is important to the people in your teams, such as one- on-one meetings, personal assessments, the 12 most important questions, and 360 degree evaluations
How to empower teams
Self-organization can offer many answers when it comes to good management. Teams are able to self-organize, but this requires empowerment, authorization, and trust from management. You will learn how to make self-organization work, how to distribute authorization in an organization, the challenges of empowerment, how to grow relationships of trust, and several techniques for distributed control, such as the 7 levels of delegation, and delegation boards.
How to align constraints
Goal setting is important, since self-organization can lead to anything. Therefore it’s necessary to protect people and shared resources, and to give people a clear purpose and defined goals. You will learn when to manage and when to lead, how to use different criteria to create useful goals, about the challenges around management by objectives, and about potential negative effects of self-organization.
How to develop competence
Competence development is key when it comes to doing a good job. Teams are only able to achieve their goals if team members are capable enough, and managers must therefore contribute to the development of competence. You will learn how and when to apply the seven approaches of competence development, how to measure progress in a complex system, the effect of sub-optimization, and several tips for useful metrics.
How to grow structure
Organizational structures significantly impact how an organization works. Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. You will learn how to grow an organizational structure as a fractal, about balancing specialization and generalization, about choosing between functional and cross-functional teams, about informal leadership and widening job titles, and about treating teams as value units in a value network.